Unit 3 individual Project
Abstract
Restoring an organization that is on the verge of collapsing calls for a multifaceted solution to tackle the various challenges it faces. Thus, this paper is set within the context of the organization that’s currently faced by a plethora of employees’ resignations; delves into the causes of the “job exodus” in the organization and compares the causes of the employees’ resignations with other similar organization; and offers an approach of the various requirements that the executive leaders must do in order to salvage the problem. The significance of this paper is summed up by the old adage which soberly pipes that, a stitch in time saves nine.
Introduction
We are at an era when the world is undergoing rapid changes at an unprecedented rate. When such changes occur, be it technological or whatsoever, an organization must upgrade for it to continue registering success. Conversely, as the saying goes, shape up or ship out; when the executive leaders don’t upgrade, are reluctant or are slow in implementing, they will have signed the “death wish” of their organizations. Thus, the success and/or failure of organizations lie in the hands of the executive leaders.
What the executive leaders must do
Among the major challenges in the organization where in work, are high turnover, software applications being used are outdated, increased stress for the stayed around and the lowest morale ever for the company (Robert, 2003). It’s the reason why the remaining executives have planned to do a re-organization of the jobs and responsibilities throughout the company, a step that has been hampered by continual resignation by employees whenever the executives plan to implement the re-organization.
The challenges facing the organization can be solved, however, how to solve the challenges is just as vital as implementing them. In any case, the company should not be wary of the batches of employees who resign every time the executives want to implement the changes. Consequently, employees should not hamper the implementation even though it isn’t always advisable to execute organizational development practices where the organization is troubled, such as the employees with low morale and stressed.
There are several vital steps in organizational development, as it is in our case. These steps are identifying the problem, assessing the situation, taking action and implementing the action taken. The organization has already identified, the first step, which is the major challenges it’s facing: high turnover, outdated software applications, stressful employees and with low morale. Unfortunately, in the organization, it ends there.
The second step that the organization should do is assessing the situation. The organization should review challenges so as to understand well the situation. This would involve comparing the organization with other similar organizations that offer similar products and/or manufacture similar products. The executive leaders of the organization should delve into both the similarities and the differences between theirs and others. Do the other organizations have outdated software applications, or are they updated? What do the other organizations do to boost the morale of their employees? How are the employees relieved of their stress in their workplaces? After the executive directors finding out the answer to these problems, then they will be in a position to answer the following more questions. Are the differences between the organization where they lead and the others the root cause of the high turnover? Are the similarities the cause that’s making some employees be left in the organization?
The third step that the executive leaders will be required to do is to intervene and take action. This would involve the executive leaders borrowing a leaf from similar organizations that aren’t rocked by the same plethora of problems similar to the ones that have descended on their organization (William, Jacqueline & Roland, 2009). Even though it would be doing so in the wake of its recent financial crises, its worth since an ounce of prevention is worth a pound of cure. Needless to say: nothing ventured, nothing gained.
The fourth step that the executive leaders will be required to do is to implement the reached unto plan so as to realize the organizational development objectives, retain the employees, salvage the organization from bankruptcy, boost the morale of the workers and make the employees less stressful (Newton & Raia, 1971). In the case of this organization, there are several recommendations that the executive leaders must implement to realize the ultimate goals.
One of the must do for the executive leaders is updating the software applications. Needless to say, the importance of software upgrade is great. Not only would it give the organization cutting edge features but also new features and fixing computer viruses that may assist in quicker carrying out of the tasks. It would give the organization’s software a fresh look and revitalize the minds of the employees from the accustomed software appearance. The second must do is coming up with ways to relieve the employees’ stress. This could be through executive leaders setting aside as a few moments for relaxation such as for indoor games like darts or a Pool Table (Joan, 2006). In the workplace, the executive leaders could place revitalizing objects such as aquarium fish or work breaks. The third must do for the executive leaders, is boosting the employees’ morale. This could be through endorsements or other forms of appreciation for work well done.
The fourth must do for the organization is eradicating the high turnover. With tougher economic times, economic meltdown and global recession, employees tend to look for greener pastures: where there are more offers. The executive leaders need to look unto the reimbursements it gives to the employees (Gary, 2005). The most fundamental asset in an organization is employees. Can it increase the employees’ compensations and win their hearts? If the employees cannot meet their needs, they will have no remorse searching for greener pastures of which “mass exodus” will mete out a mighty blow to the financial status of the organization and give it woes.
The fifth step the executive leaders will be required to do is gather data and assess the effectiveness of the organizational development. This data will then be used by the executive leaders in evaluating the re-organization in form of competency. The sixth step is analyzing the results of the gathered data (Thomas & Christopher, 2008). This would be used by the executive leaders in determining whether the objectives were met. This step will lead to the last step, seventh, which is the feedback step. The outcome of the fifth step charts the course for the sixth step. If the outcome of the fifth step are positive, that is, the anticipated objectives are met, the organizational development bar can be raised a higher level or end the whole process but because the organizations environment is bound to change there is need for such organizational developments to continue. Conversely, if the desired goals are not met, it is unto the executive leaders to decide if the process will continue and/or prepare to implement another form of re-organization.
In conclusion, the re-organization to cushion it against a rapidly changing world is vital in an organization as it charts the course between the not only its failure and success but also its sustainability. The organizational development is executed in varying organizational phases such as defining the objective of the organization (Donald & Donald, 2001). Thus, to stand and watch as other organizations have organizational development, reluctance to change with times or to embrace organizational development and stay ahead of the pack for obvious advantages, lie in the decision-makers, executive leaders, of the organization.

References
Donald, H.& Donald B. (2001). An experimental approach to organization development . New Jersey: Prentice Hall.
Gary, M. (2005). Organization development: principles, processes, performance. California: Berret-Koehler Publishers.
Joan, G. (2006). Organization development: a Jossey-Bass reader. San Francisco: John Wiley & Sons.
Newton, M. & Raia A. (1971). Organizational development: values, process, and technology. New City: McGraw-Hill.
Robert, G. (2003). Ironies in organizational development. New York: CRC Press.
Thomas, C. & Christopher G.W. (2008). Organizing development & change. Ohio: Cengage Learning.
Wiliam, R., Jacqueline S. & Roland L.S. (2009). Practicing Organizatio Development: A Guide for Leading Change. San Francisco: John Wiley & Sons.