Resources On Barriers To Organizational Development And Puff

Resources on Barriers to Organizational Development and Puffery in Advertising

I need 2 different resources. Barriers to Organizational Development In Chapter Nine of your textbook, the author discusses the concept of organizational development. Although organizational development can be an effective way for companies to remain competitive, only about two-thirds of change efforts are actually successful. Why do you believe organizational development is so difficult? Think of a barrier to organizational development that you have personally experienced as an employee or that stands out to you as being common. Explain why you believe this barrier is challenging for organizations as well as what you would do to overcome it, if you were faced with change in your organization. Your initial post should be at least 250 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. I need 2 different resources. 1.Puffery and Deception A critical point of distinction between deceptive advertising and mere puffery is whether a claim is a measurable statement of fact. · Think of some contemporary examples of each and explain why they are or are not measurable statements of fact. · When you notice deceptive advertising or puffery, how does your sense of personal ethical perspectives and values affect the way you make decisions about those advertised goods and services? · How does the ethical program of a particular group to which you currently belong, or previously belonged, treat the topic of misrepresentation or exaggeration of company goods and service? Your initial post should be at least 250 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references.

Paper For Above instruction

Organizational development (OD) is a complex process that organizations undertake to improve effectiveness, adapt to change, and foster growth. Despite its potential benefits, the success rate of OD initiatives remains around two-thirds, underscoring the significant challenges involved. One prominent barrier to successful organizational development is resistance to change by employees. This resistance often stems from fear of the unknown, loss of job security, or perceived threats to established routines and power structures (Burnes, 2017). Employees may feel uncomfortable with change because it disrupts familiar patterns and challenges their sense of stability, leading to passive or active resistance. Overcoming this barrier requires strong leadership that communicates a clear vision, actively involves employees in the change process, and provides support through training and open dialogue. For example, Lewin’s Change Management Model emphasizes unfreezing resistance, implementing change, and refreezing new behaviors, which can be effective strategies (Lewin, 1947). If I were to face organizational change, I would advocate for a participative approach, ensuring employees' concerns are acknowledged and addressed, thereby fostering a sense of ownership and reducing resistance.

Another critical barrier is organizational culture, specifically a culture that discourages innovation or risk-taking. When an organization's culture values stability over adaptability, change initiatives are viewed skeptically or with outright opposition. Such a culture may have deeply ingrained beliefs that discourage experimentation or challenge the status quo (Schein, 2010). To overcome this barrier, I would recommend cultivating a culture that values continuous learning, openness to new ideas, and psychological safety. Initiatives such as leadership development programs and promoting internal champions of change can gradually shift cultural norms to support development efforts. By aligning organizational culture with change objectives, organizations can improve their chances of successful development efforts.

In regard to the second topic, puffery refers to promotional claims that are subjective and not objectively verifiable, whereas deceptive advertising involves false claims that can be measured or proven false. For example, a claim like “the best coffee in the world” constitutes puffery, as it is based on personal opinion and cannot be substantiated. Conversely, advertising that claims a product “cures cancer” without scientific evidence is deceptive, as it is a measurable falsehood (Federal Trade Commission, 2022). My personal ethical perspectives influence how I interpret such claims; I am generally skeptical of exaggerated claims and value honesty and transparency. As a consumer, when I notice puffery, I tend to question the claim and seek more information. When encountering deceptive advertising, my ethical stance prompts me to report or avoid such products, emphasizing the importance of truthfulness in marketing.

Additionally, the ethical stance of organizations I have belonged to often underscores integrity and honesty. For instance, many corporate codes of ethics explicitly prohibit false or exaggerated claims, emphasizing the importance of fair marketing practices (Laczniak & Murphy, 2020). Ethical programs typically train employees to recognize and resist misleading advertisements, fostering a culture of trustworthiness. Overall, ethical considerations are central to consumer decision-making and corporate responsibility, shaping how individuals and organizations navigate puffery and deception in advertising.

References

• Burnes, B. (2017). Kurt Lewin: The father of organisational development. Journal of Change Management, 17(4), 277-288.
• Federal Trade Commission. (2022). FTC policy statement on deceptive advertising. Retrieved from https://www.ftc.gov
• Laczniak, G. R., & Murphy, P. E. (2020). Ethical marketing and consumer protection. Journal of Business Ethics, 162(3), 423-435.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.