WHAT MIGHT PRACTITIONERS IN EACH PHASE OF HISTORY OF Organization Development

HAVE FOCUSED ON AS THE SOURCE OF PROBLEM IN THIS SITUATION

H.ORGANIZATIONAL EFFECTIVENESS AND EMPLOYEE ENGAGEMENT

1. Focus more to develop key competencies and behaviors.

In organizations, we commonly encounter a lot of hardworking people who have good

intentions. However, despite their experience in the industry, their technical talent, and the
subject-matter expertise that many leaders bring to the table, creating a high-performance
organization is often still out of reach. Without continuous improvement on competencies
and behavior, an organization’s capabilities will be severely limited. In short, if leaders don’t
constantly raise their game, they will suck all the energy and employee engagement out of
an organization. Leaders need to be constantly aware of and working on their personal
opportunities for improvement.

2. Take a measure on communication and feedback.

The number-one problem was a lack of honest, constructive, and open dialogue about the
team members’ practices, styles, skills, or behaviors. Without a culture of openness,
feedback, and coaching, organizations will struggle to grow. Many teams try to go through
this somehow, enduring the bully or trying to guess what others want and need from them.
People often tell us that they fear reprisal if they open up but the reality is that leaders can’t
execute on their strategies, lower costs, or effectively launch new processes or services
when people fail to communicate with constructive feedback, so this is an issue that must
be overcome.

3. Focus more on Clear Goals

Lack of direction is one of the most common organizational problems. The leader or leaders
rarely discuss direction or strategy for the future, or they fail to communicate a coherent
message about the strategy to all members of the organization. There are many activities to
execute and the organization lacks the alignment needed to gain to help the organization
transform, adapt, and shape the future activities that would ensure the organization’s long-
term, sustained growth. In short, too many functions and individuals lack an understanding
of how they fit or why they matter. As a result, people become unfocus, content to just
show up, take care of today’s business, and hope that someone do their job.