This 6 page report discusses an action research proposal related to organizational development. The issue to be addressed is the chage of organizations in order to transform themselves to more “molecular” organizations which can better deal with the challenges of today. The point is that organization development must act in tandem with the goals and purposes of the individual organization. Flattening the hierarchy may not be enough to establish a new way of organizing and resistance to change may be the greatest barrier to be faced. Bibliography lists 7 sources.
Name of Research Paper File: D0_BWorgact.rtf
Unformatted Sample Text from the Research Paper:
theorists or professors have determined that there is one "right" way to effectively organize a business should not suggest that there is only one right way. That ubiquitous "right"
way is the way that best suits the organization. And . . . just because there is not one right way, it does not mean that organizational design is
of little value or applicable only to the most "traditional" of organizations. Organizational Development and Change Organization development must act in tandem with the goals and purposes of the individual
organization. Flattening the hierarchy may not be enough to establish a new way of organizing says JoAnn Greco (1998). She adds that organizational charts are becoming three-dimensional which requires
that those responsible for the shape and design of the organization think in multi-dimensional terms. Every modern organization has a vast number of people and types of people, as
well as other organizations with which it deals. For example, virtually any institution has vendors, customers, outside contractors and consultants, various employee groups, service and professional organizations, even the
mental health counselors and training specialists that have become common for many larger organizations, as well as a host of other designations for the people with whom it interacts. One
of the most obvious of changes in organizational development has been the switch from a rigid, hierarchical structure to a more fluid, free-formed one. Greco (1998) comments that the term
that most often arises is "molecular," which then suggests a DNA-shaped structure with interconnected branches, all of roughly equal length and all equally vital to the whole. Although total decentralization
and decontrol is not the desired aim, shared values are the key to making sure that changing the organizational design doesnt result in either a breakdown of the organization or