Reference no: EM131122559

Organizational Development: Some company representatives believe in order to achieve change in an organization, there must be an entire organizational effort. Organizational development is the planned and systematic process in changing an organization (usually to a more behavioral environment). Some OD interventions commonly used are survey feedback, quality circles, employee involvement, and team building, for example. 1.Discuss your knowledge/experiences with organization-wide change attempts and whether or not they were effective. 2.If effective, what made them so? If not effective, what was missing? B.Performance Management: Performance management and/or appraisal experiences for employees and supervisors are so vastly different. For some it is a chance to have a one-on-one discussion about the employee’s work; to highlight strengths and identify areas needing improvement; to identify barriers; to determine how to contribute to the needs and goals of the department/organization; to seek specific input, support, and guidance to achieve job and/or career goals. For others it results in a lack of understanding; assumption that the review will be negative; fear of surprises; concern for changes in the relationship between employee and supervisor; fear of failure; that it becomes part of their file. Some supervisors are uncomfortable talking about performance. They worry that the differences will be confrontational; that the process is too time-consuming; possess a fear of surprises; and are concerned about possible negative consequences in their relationship with the employee. 1.What is it about the process and the relationship between the employee and supervisor that makes the experiences so different? 2.Is it possible for appraisals to become a less dreaded part of supervising others? If so, how? What needs to be done so that performance appraisals have constructive, positive outcomes for both employees and supervisors?