Management and some obstacles in organizational development

"Successful organizations are those that adapt and ability to embrace change the face of a positive and proactive learning organizations are those that are willing to take on new roles and responsibilities and are technically continuous improvement and training." Mendoza Fung Every good management should be fully identified with the scope, impact arising from the Organisational Development (OD), especially given the reality of scenarios that are dynamic, requiring proactive and watch as this affect the organizational behavior companies. Wikipedia reminds us that the DO is a tool that by analyzing the environment takes a path or strategy to seek change that leads to an evolution in accordance with the requirements or demands of the environment in which you are achieving efficiency all elements that are reaching for a successful organization. All that is required for an organization is able or has the elements necessary to enter and compete in today's world becoming a necessity. To use this tool is used or made use of a fundamental process such as learning, which is the means by which access to knowledge and skills acquired skills to produce changes in behavior (that is a hub for DO), is for this reason that we must take into account the factors which influence the performance of the elements that constitute the organization.

We are reminded that Dr. Richard Beckhard. He defines it as "an effort to: (a) planning, (b) covering the organization, (c) managed from the top management (d) that increases the effectiveness and health of the organization through (e) the intervention deliberate processes of the organization using the knowledge of the behavioral sciences. "

In the book fundamentals of organizational communication the writer Maria Elena Mendoza Fung proposes a definition very close to the previous "planned process that encompasses the entire organization pursuing effectiveness and cultural change to ensure the competitiveness of the organization and its employees . Sugey Torres reminds us that the Organizational Development has become the instrument par excellence for change in pursuit of achieving greater organizational efficiency, which is essential in today's world, characterized by intense competition at national and international levels. Organizational Development and seeks to achieve a planned change of the organization as primarily to the needs, requirements or demands of the organization itself. In this way, attention can focus on the modes of action of certain groups (and efficiency ...), in improving human relations in the economic and cost factors (cost-benefit balance), relationships between groups, the development teams in conducting (leading) ... I mean almost always on the values, attitudes, relationships and organizational climate. In sum, on the people rather than on the objectives, structure and techniques of organization: Organizational Development focuses mainly on the human side of enterprise.

His key area of ​​action is, therefore, that which is related to human resources of the institution. The importance given to the Organizational Development from the fact that human resources are crucial to the success or failure of any organization. Consequently its management is key to business success and overall organizational, beginning to adapt the organizational structure (organizational chart), following the efficient conduct of the work groups (teams and leadership) and developing human relations which can prevent the and resolve conflict quickly and promptly when there is evidence of its emergence, organizational development is an effort planned and managed throughout the organization from top management to increase the effectiveness and welfare of the organization, through planned interventions in the processes of the entity, which applies the knowledge of the science of behavior, and organizational behavior are those that give way to organizational culture, as these is the perception shared by all the means of the organization from others. Organizational behavior is organized with the personality that are internal psychological characteristics that both determine and reflect how a person responds to its environment.

Some obstacles to achieve a good performance and organizational development are: 1 .- Poor personal initiative in achieving organizational objectives, except at high levels. 2 .- The failures and problems hidden or suppressed. It speaks of the difficulties in the halls or at home, but never directly with the people involved. 3 .- The organizational and status signals are more important than solving problems. 4 .- The control is centralized decision process. Bottlenecks are formed at the apexes of the funnels hierarchy. 5 .- The managers feel alone in their attempt to perform and get results. 6 .- The ability to judge people in the lower levels are not concerned unless the strict limits of their functions. 7 .- The needs and feelings are seen as secondary or irrelevant. 8 .- The rivalry when individuals are in need your help. 9 .- When there is crisis people withdraw, or prefer to blame each other. 10.-The conflicts are hidden and are administered by political or other cunning maneuvers otherwise endless discussions are unresolved. Conclusion Organizational development is a synthetic strategy for improving an organization that through an examination there are two general areas, the first of several subsystems that make up the organizational system, and are senior management, or production department can be senior management, middle management or labor, the second area is the organizational processes that influence decision making, communication patterns and styles, relationships between groups or common areas of contact, conflict management and setting objectives and methods of planning, this second stage is strongly related to organizational culture.

OD is an iterative process of diagnosing, taking action, diagnose and take action.