Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).
According to traditional theorists such as Fayol, Weber, and Taylor, a school of thought identifies a level of agreement in their view of organizational system implementation. These classical theorists indicate in their readings that there is perhaps a single most ideology in implementing an organizational structure (Schermerhorn, Hunt, & Osborn, 2002). However, in today’s paradigms, there are specialists whom develop techniques to deliver the perfect organizational systems. Many theorist beliefs are contrary to those of classical theorists.
In today’s organizational development, the implementation is as different as the personalities of those who regulated the various organizations Schermerhorn et al. (2002). Nevertheless, the new idea about OD implementation is perhaps fuel by the development of the contingency theory. The contingency theory is in direct contrast to the writings of the classical scholars, e.g. Taylor, Weber, and Fayol. However, in light of the contingency theory, other components give more understanding as to develop an organization that is more effective.
According to Olum (2004) Organizational, development has occurred since the time people organized to perform unified tasks. Without a management system, work would be sporadic and completion dates would be inauspicious and slow if they progressed at all. The Development of management has helped to create unification, and the coordination of group events... In order for an organization to have effective management, it must have a well-designed management process (Koontz & Weihrich, 1990).
For example, the design of the office building by an engineer; if the engineer does not adequately design the office building for the various types of occupants, it could prove catastrophic. In a sense, the management model can perhaps offer a similar view or perspective in much the same way; in its design to fit the overall purpose of the organization. The lack of design will have disastrous consequences (Koontz & Weihrich, 1990).
Koontz and Weihrich (1990) Organizational development as well as management coincide with one another. Organizational development seeks to offer a systematic process of identifying and solving problems as they occur over time. However, the greatest tasks of organizational developments are determining what techniques to use to make sure the organization continues to improve while fueling the growth of the organization (Koontz & Weihrich, 1990).