Organizational development is the progress that organizations experience through processes that improve their internal management.
Organizations are in constant movement and adjusting to the changes that the market, local legislation, the environment and society require of them.
This entails hard work to streamline your processes, distribute functions efficiently, and make good use of time and financial resources. In this sense, organizational development has the function of generating proactive, flexible and adaptive companies to the different scenarios that may arise.
The task of developing organizations requires key and concatenated activities that together achieve the objective of making them more efficient.
Some of the activities to improve the management of organizations can be:
- Train workers in new tools of Information and Communication Technologies (ICTs) for a better use of available technology.
- Hold frequent but brief meetings to deal with contingencies, without neglecting strategic tasks.
- Set tasks with slack and peremptory deadlines, in order to keep track of work times and product delivery.
- Establish clear communication channels for the different situations that may arise. This allows workers to solve a specific problem with the right people and not wander looking for answers from many people.
- Develop experiences that allow workers of all levels to know the work that is carried out in the different functional areas. This contributes to understanding the processes and generating a collaborative environment.
- Promote instances of knowledge exchange. For example, between young workers with others with more experience, and vice versa. This exchange of knowledge makes it possible to accelerate experiences and overcome frequent problems.
- Promote health, sports and recreation habits for a healthy organization.
Companies with organizational development vs companies without organizational development
Companies with organizational development are more agile and proactive. On the contrary, companies that do not develop or update their organizations are slow, reactive, and are constantly “putting out fires”, as a result of their ineffective management.
One cause of companies without organizational development is having "fat" in their processes. This refers to the fact that there are many procedures or actions that are useless, and that only spend time in the internal management chain.
Organizational development example
An example of companies without organizational development are public institutions, since, when managing public resources, these must be authorized by many people before spending is made, which is why management can take days.
Imagine that to carry out a process to purchase or contract a service, you must have the authorization of a planning manager, an administration manager, a purchasing manager, and the competent authority.
If one of them becomes ill, the bureaucratic structure necessarily looks for a surrogate to take responsibility for that management. The person who assumes this surrogacy is not aware of this purchase, so he requests information before signing.
In this process, the purchase is stopped for two days, until it is signed and passed to the authority. The authority is not found and whoever should subrogate does not have knowledge of the purchase either, and once they are aware of it, they decide to consult directly with the owner authority, if this purchase is urgent or not and if it gives the go-ahead for its firm.
Well, here a situation was presented that occurs daily in different public institutions and that makes their management much slower than that of a private company.
However, if governments invested in technology that allows these documents to be endorsed, by means of a digital signature, a remote authorization or a device that replaces paper, public management processes would undoubtedly be much faster. And consequently, citizens could receive state benefits much more quickly.
These institutions have a great organizational development challenge, which they have addressed through performance commitments to improve their internal management.
Meanwhile, in private companies the solution to this problem lies in the will of the owners, the board of directors, or the management that the managers and directors of companies can carry out to improve this aspect, understanding it as a key factor in business strategy.