Organizational Clarity: Critical issues about data collection

In this forum, we’ll discuss critical issues about data collection as they relate to our reading in this Module. I’ll post a question to start our discussion and please chime in with your ideas and opinions. Feel free to add additional questions to generate discussion. Only start a new thread if you want to post a new question. To answer questions, click on the thread title and then reply.

Survey design by nature has several limitations, one being the response rates typically are low — maybe 15-28% depending on sample population and also I would add culture of the sample org culture. What increases the response would be clarity and simplicity and the message of how and why the data is being collected

However, if one organization has a low tolerance for technology any survey given out will usually be on paper reducing the confidentiality of and likelihood that the survey would be taken. Plus, these surveys are could be collected by staff who will read the survey responses and possibly ask publicly why an individual has answered a certain way to the questions upon it. This action carried out about the management of the department also deters participation, creating a negative organizational culture. This air of intimidation can play a heavy factor in survey response rate.

Reference

Anderson, D. L. (2013). Organization development: The process of leading organizational change. Sage Publications.

 

Organizational Clarity: Leadership styles -Visionary Leadership

This assignment for Organizational Development touched upon different leadership styles and what I would consider is my leadership style. Also, why I would be comfortable implementing this leadership style in the workplace or in my career in the near future and why it should be implemented. I have posted the assignment below:

Well, in the same theme as my first posting I consider my leadership style more in the area of the Visionary Leadership as I stated before my style as I have gotten (way) older is one of inclusion instead of exclusion, I prefer to build up the people around me than follow a one goal, one vision purpose (Cameron, & Green, 2015). Getting people on board and developing their professional skills is very important for any organization to grow and prosper.

Although it is important to have direction in an organization, relying on the members there within is also important, meaning that you must be able to trust your employees to do their job, instead of micromanaging them to do what it is you hired them to do. This type of leadership style also builds upon the integrity and respect of the individual to do the right thing for the organization as a whole.  Creating a “company culture” that builds trust and communication, which then can lead (as I stated before) to an atmosphere of positive morale and innovation that will help the organization overcome issues that may plague it. The relationship builds on trust and personal/professional development assist a leader when they need to “see” what others see and develop solutions in areas they themselves are not too familiar with (Cameron, & Green, 2015).  Plus, innovation of course, buffers an organization against negative changes within the marketplace or help it develop new products/service that will give it an advantage over the competition, thereby leading to new sources of revenue.

Also, this leadership style personalizes the employees instead of look at theme as mere cog in the machine, that personalization to me, means that the organization wants to keep you around and understands that you are essential to its profit margin than simply being replaceable. With this type of leadership an organization essentially values the employee’s experience whether it is in areas of productivity, to problem solving or even developing market plans, the organization, wants to the employee to reach the highest potential in each area.  It’s my experience when management develops their employees they stick around longer, work harder and become more knowledge in the field of their expertise. These managers usually lead teams that are very successful in the past organizations I have worked for and are usually the ones that are most imitated.

However, this is more of a personality characteristic than a leadership style, building trust with others, a rapport and helping them grow professional although to me, is essential with working with others, is not always something that many of the managers I worked with, chose to do. Therefore, leading to high turnover rates, or migrating from one crisis to another on a daily basis without any end or positive turnaround in sight for the organization. I always felt this was a very tiring way to manage people (adults), it has been my experience to find out what motivates an individual, then personalize a goal for an activity’s completion and you will be to get a 110% every time out of an employee. Meanwhile you can be developing skills that will make the employee more productive and enhance their problem-solving skills in ways the organization and (yourself) as a manager can benefit from.

Reference

Cameron, Esther, and Mike Green. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers, 2015.

Organizational Developmental: A trip to Boston pt 3

To help combat the boredom that occurs after hours during an out of state event for your employees/team it is best to research events during the date(s) of the event, retail shops or restaurants nearby, to even different mode of transportation. This information can be used for team building events, ways for the team members to blow off steam. Also, this information can be used to solidify or build relationships between managers and their team.

Nothing informs an employee that you have their best interests at heart than informing them of either the respective hotspots near the venue you are staying at, or maybe where to grab the best burger. So long as it shows that the leaders who organized the trip and event were thinking of more than just the event itself. Empathy towards the employees you dragged across state lines to even five blocks down the street goes a long way.

It builds trust, comradery and a healthy dose of positivity in an event that employees/team members could just be viewing as a necessary evil to get a couple overtime hours in order to pay off some bills. The little extras can go a long way, even if you do see an immediate return it creates an organizational culture that will expect more and do more (production wise) in the future.

Organizational Developmental: A trip to Boston pt 1

From an organizational developmental perspective, it was a nightmare, just terrible. The whole thing was simply a catastrophe. The client’s needs were met during an out of town excursion however the environment in which we all found ourselves in was way below our expectations. For example, the public area we had interviews which was reserved on the last day was no longer roped off not reserved in the early morning. Leaving us scrambling for tables and staff to clean the area that now being used for breakfast by different individuals and families.

These were the same areas that were being used to facilitate the applicants to fulfill the client’s employment needs. Now imagine having applicants entering the lobbying and being directed to an area where there are not but families eating breakfast. You as an applicant would wonder what is going on? Is this so type of a scam? How legit and on point is this organization if they cannot get an area to together for my interview and maintain it?

The event was successful and that was mainly due to my team’s never say die attitude. However, this hiring event (sorry I cannot disclose too many details) was still marred by the unprofessionalism of an external organization. Simply put the organization we paid and put our faith in simply had to be prodded at every turn to perform up to the basic standards in which we contracted them by. If it was not the area being unreserved it was not enough coffee and water for the staff and candidates. The other issues were rooms and hallways littered by other guests from the night or two nights before. We even had issues getting meals for our team, or even is a timely (up to 45 minutes to get a burger and thirty for the check) and clean manner (dirty silverware/dishes).

The organization hosting the event was simply not up to par. When dealing with clients and/or trying to meet their (staffing) needs is already stressful as is, for all the stakeholders involved. But to add the third-party organization enlisted (paid) to assist in the endeavor as part of the stress is not something an OD professional and/or event planner is clearly counting on to be. Although the next event can be scheduled elsewhere possibly eliminating this problem, what are so other solutions or actions that can be taken beforehand or during an issue like this?

Organizational Development: Challenging Questions about Data Collection

During an Organizational Development class, it was asked about our take on how to collect data or feedback from stakeholders within a corporate environment and during the class we needed to interact via an online discussion. Every once in a while, we have to pose questions to one another, in this post I have posted the question and my response to that question. I hope the interactions below assist in research, or even understanding the concepts of the data collection that engage stakeholders in a positive manner and what from some academic sense future practitioners think of these concepts and the arenas it can be used in.

Question: When maintaining open communications can often replace surveys. However, if I am seeking to gain collective insights and opinion on a program or service, I like to use the survey approach. Remember though that surveys in fact seek the information that we want to know, not necessarily the information that people want to share. This is the fine balance that you need to maintain when it comes to a survey design when seeking information. 

Anytime we have a question or a problem that requires input from others, it seems that we rush to create a survey. When exactly should we use surveys to collect data? What tools can we use to create better surveys?

I usually think of using surveys in larger organizations like a for profit institution, or an organization that is global, dealing with larger group of people with different cultural and geographical backgrounds, I would want to ask specific questions that are organization based without any leeway for interpretation or the introduction of personal opinion. I would also use surveys to clarify or support what was covered during another data gathering interactions such as a focus group or interview, that way it can lessen the bias in reporting the data given by the employee(s).

The only way I can think of creating a better survey is to use video or audio presentations coupled with the survey to make the person taking the survey more engaged and increase the likelihood of future buy ins for the audience the survey is intended for.

 

 

Organizational Development- Data collection methods

One of the data collection (gathering) methods I am most familiar with, are electronic surveys/questionnaires  (Anderson, 2013). This is a great icebreaker to start the discussion about daily work flows to what a team should order for lunch during a team building exercise. Also, with electronic surveys can be coupled with other data gathering methods fairly easy without that much setup. For example, if you require members of a focus group to complete a survey about what was discussed or how effective the meeting was before they leave the group not only have you increased the response rate but also increase the amount of data you gathered (Anderson, 2013).

Whenever I saw electronic surveys used as icebreakers to other topics or used with other data gathering methods in the workplace I have noticed that participation from employees increases the next time a survey is given. I have even created two electronic surveys via survey monkey for a Final project in my Human Performance Improvement class, although the electronic surveys were not used, I found that it was simple to create and not as time-consuming as if I was required to do the other data collecting methods. However, I feel that if I could correlate those two electronic surveys with another data collection methods I would have had more success with my response rate and commitment for those reviewing my work.

My question is when using electronic surveys as a primary data collection method what other method would you use as an additional method to increase the response rate (commitment) or would you just follow up with another survey? Also, how would you ensure the probability of following up with the survey takers if you coupled it with another data collection method?

Reference

Anderson, D. L. (2013). Organization development: The process of leading organizational change. Sage Publications.

Organizational Development: Challenging Questions about Interventions

When an intervention fails the consultant can use this opportunity to just reexamine the situation and use that data to reconstruct a better intervention or an entirely new one that is better suited or the client’s organization. I believe that an intervention although can have negative effects if it is one of multiple failed interventions that have been implemented in a short amount of time, thereby ruining the credibility of the consultant and possibly lowering the percentage of engagement of the stakeholders.

Also, if the employees of the organization feel that the intervention does not have a positive impact on their professional development it may cause resistance or an increase in the organization’s turnover rate.

Were there any interventions or changes in procedures in the organization that you are presently with that occurred for only a short amount of time, only to go back to the “way thing was”? In your professional experience, have you seen coworkers become disgruntled by organizational changes that they simply resisted the change until it was repealed, or they left the organization because of it?

Organizational Development related post: MTBI and possible usage in the workplace.

During an Organizational Development class, it was asked about our take on the Meyer Briggs test within a corporate environment and during the class we needed to interact via an online discussion. Every once in a while, we have to pose questions to one another, in this post I have posted the question and my response to that question. I hope the interactions below assist in research, or even understanding the concepts of MTBI and what from some academic sense future practitioners think of these concepts and the arenas it can be used in.

Question: I have been an avid reader and fan of Carl Jung ‘s work. Over the years I have taken the Meyers-Briggs Test to satisfy my own personal curiosity and consistently I have been typed as INFJ.  I took the test recently and my result was personality type ENFJ. I attribute the change to work experiences that have forced me to be more extroverted. Do you think that an individual’s personality type can change? Do you think the personalities of individuals can be adaptable to a workplace environment? How does the MBTI compare to other personality assessment tests administered to employees in the workplace? 

It has been my experience that people do change aspects of their individual personality that they exhibit in the workplace. It is what I like to call a “workplace mask” in which individuals adapt (as you stated) or change their attitudes and responses to match certain instances or events. Usually I see this change in attitude is evident when managers or onsite directors are visited by out-of-town CEOs or COOs, they become positive and outgoing trying to interact with their employees, when otherwise they try to avoid those same employees at all costs.

To answer your question about administering personality tests at an organization, it has also been my experience that the organizations are not interested, whatsoever for understanding employee personality types. Organizations are more concerned for conformity to the culture that is present within the workplace, and any personality traits one exhibits that run counter to that culture must be eliminated or suppressed. A personality assessment test like MTBI is unfortunately not even on the radar for organizations like this.

Organizational Clarity: Social Networking and Organizational Learning does not always work.

Although there are a lot of modern day organizations using Web 2.0 social networking applications, these are usually organizations that are trying to meet a market standard and a certain customer in order to maintain engagement between the organization and its clientele. However, this is a challenge for those organizations without the budget or nor desire to focus on social networking and learning technologies as a viable option to how organizational procedures are currently structured.

The motto, especially within my organization, when it comes to interdepartmental communication or any type of basic training is: “This is how we always do it” and usually none of the technology mentioned in this post associated with either process. As most organizations are moving towards using video conferencing, online wikis and other options to decrease costs and standardize training methods there are still organizations that will always defer to traditional methods as the “best way” to do things.

I personally have used online training, wikis at other organizations and have created multiple blogs for academic reasons each of these instances allowed me to see the benefits of Social networking and Learning technologies. Unfortunately, it is hard to create tangible examples of these benefits to create the desire that all organizations even the reluctant ones I have aforementioned to buy into this way of thinking.

Reference

Iverson, Kathleen (2011) “Social Networking and Organizational Learning” May 31, 2011          Retrieved on March 29, 2017 from: https://rutraining.org/2011/05/31/social-networking-and-organizational-learning/

Organizational Clarity: The front end where the customers “see”

The challenges of any local business are the front end where the customers (external stakeholders) “see” what your organization is all about. The issue is usually covered in training manuals everywhere, by the old standard of “greeting the customer in the first thirty seconds” they enter. Not only to acknowledge their presence but also to alleviate the stress of further interaction. However, after that initial interaction, the front line of the organization must be alert or aware of the time between the greeting and the time the customer is being engaged in regards the product or service offered by the organization that they are entertaining the notion of using, purchasing.

Sites like Yelp are great sources of examples of where organizations have failed to bridge that gap for their customers. Where the time from the representative says “hello” and to being waited on was so long that the organization loses a customer or a sale because of this gap alone. Whether that wait is 15 minutes to an hour it is important, to engage the customer until all interactions between the customer and the organization are positively completed. I have had some experiences in which a representative of an organization has had greeted me and dealt with other customers that came in after me or had me wait on “the side” to fulfill my request and take an extraordinary amount of time, UNTIL I spoke up about my original request.

In either instance, I must confess as a customer, and as a student of organizational development I detailed the situation, where the organization went wrong, gave them solutions to their problems through either their website and yelp. Of course, I usually do not go back or re-engage the organization to reinforce to them the seriousness of their issues. Most of the time organizations serious about their customers do their best to make the necessary changes, reach out and make things right with the customer.

But there are times that organizations do not take the commentary and data regarding these interactions to heart and simply ignore it, because “business is good…” However, the problems remain and a chorus of customer complaints get louder and multiply, that is when an organization suffers. Sometimes it can all be solved with a little due diligence or some simple engagement that keeps the customer feeling that they are still the number one focus of the organization.