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    OD Intervention Project in a Higher Educational Institution Setting

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    For the case below, prepare a report indicating the entry process, explain how you would enter the organization as an Organizational Development Consultant, and identify the contact person within the selected organization.

    OD Intervention Strategies: The Case of an Educational Institution

    Assumption about the hypothetical organization:

    The institution is facing dramatic challenges on profitability, market share, and employee morale.


    A. Background of the hypothetical company
    The higher educational institution covered in this report is a private non-sectarian company. It is owned by a religious organization. However, despite this form of ownership, it caters to all, regardless of economic status and religious affiliation. Tuition fees charged have been relatively low compared to competitors and have not significantly increased for the past decade despite the increase in prices of most of the basic commodities in the country.

    The low tuition fee and other charges was not an excuse for the university to improve its services - it has to be at par with other players in the industry as far as academic and technological advancements. These advancements are necessary to maintain competitive position.

    B. Company problems and possible contributing factors
    1. Stiff competition. The company, a higher educational institution has been affected by the entry of many community colleges and universities that have been aggressive in their marketing strategies. This is aggravated by the support that the government has been providing to state universities. Through this support, state universities have been improving their physical plants and facilities. Branches of state universities have been strategically located, making them attractive to potential markets. These made competition very stiff. This resulted to low market share and consequently, a decrease in profitability of the institution covered by this report.

    2. Higher operating costs. Inflation and other factors that have been adversely affecting the country's economic condition increased operational costs - from the cost of utilities to physical facilities acquisitions and maintenance.

    3. Shift of interest of students from bachelors degrees (four-year courses) to vocational or short term courses. This made vocational/technical schools attractive to the potential enrollees. High unemployment rate of college graduates could have caused this change in their interest to short-term vocational courses.

    4. The need to comply with accreditation and government recognition requirements. To remain in the industry, the programs offered by the schools should be accredited by a duly authorized accreditation agency. Requirements for accreditation have been both costly and taxing - aside from the very high accreditation fees, physical, human, and financial conditions should be improved to pass a certain accreditation level. Complexity of requirements increases as the program reaches a higher level of accreditation.

    5. Government regulations have been very tough, particularly in the school's ability to produce passers in the government licensure examinations. Programs offered face mandates for closures if they do not produce passers within a specified period of time. In addition, wage and salary regulations have to be complied with.

    6. Brain drain. A number of the highly competent and qualified faculty members have been attracted to teach in foreign schools. Low purchasing power of the local currency urged some teachers to try overseas employment that provides them the opportunity to earn in foreign currencies.

    C. Recommended interventions

    1. Stiff competition may be addressed through improvement of the school's course offerings. Curricular offerings should be reviewed and continuously improved to adapt to the changes of the times. Improved curricular offerings could have many consequences - production of graduates who are employable and better chance for the institution to comply with accreditation and government recognition requirements. In marketing, this would mean improving the product, one of the four Ps in marketing.

    2. Provide additional course offerings, particularly sort-term but technology-related courses while enhancing its four-year course offerings. Through these additional offerings, the HEI could tap additional market segment - those whose interest is technical/skill-based but short-term courses. According to Kotler and Keller (2006), some companies are now switching from organizing by product units to organizing by customer segments. By studying market segments, the company is able to produce profit-generating products.

    3. Review and further improve rewards and compensation system. This would address the problem on brain drain and to adapt to environmental changes. Robbins and Coulter (2006) noted that managers must develop a compensation system that reflects the changing nature of work and the workplace in order to keep people motivated.

    Kotler, P. & Keller, K. L. (2006). Marketing Management. Pearson Education, Inc.
    Robbins, S. P. and Coulter, M. (2002). Management. Pearson Education
    (Asia) Pte. Ltd.

    © BrainMass Inc. brainmass.com October 3, 2022, 2:08 am ad1c9bdddf

    SOLUTION This solution is FREE courtesy of BrainMass!

    See the attached file.


    Organization development (OD) is defined by Robbins and Coulter (2005) as techniques or programs to change people and the nature and quality of interpersonal work relationships. These authors further noted however, that OD may involve all types of change.

    Change may be initiated internally, through the organization's managers or externally through hired consultants who have the expertise in implementing changes. Internal managers, or experts in the human resource department, as catalysts of change, may be both an advantage and a disadvantage to an organization. As part of the organization, biases or partiality may not be totally erased. There may be even a tendency for such a change agent to be defensive for some projects and activities in which he has been involved with. He may have the tendency to protect people. As such, the objectives of OD may not be met as expected. On the other hand, getting change agents externally, or through consultants may also have advantages and disadvantages. As new and coming from the outside, biases or partiality may be to a minimum and there is a certain degree of aggressiveness in implementing changes. On the other hand, an outside consultant lacks familiarity of the organization's operations, its people, and its structures. Hence, a possibility that resistance to change may arise.

    The OD Entry Process
    As applied to a higher education institution (an institution that this reporter is familiar with), the OD consultant did not start as such. Considering that the prospective consultant is a person who is knowledgeable on the issues faced by education institutions (based on her academic background and previous experiences as a middle manager in a government agency involved in monitoring educational institutions), the school administration provided her with opportunities to have a feel of the organization by inviting her as a guest speaker in significant school activities or as a judge in school-related competitions. These provided the OD consultant with the chance to enter the organization. For several times that she has been invited to be directly involved in organizing and gracing the school's major activities, her awareness of the organization, its people, and existing management hierarchy, and related issues developed.

    OD consultancy process
    As noted by an online source, the role of an OD consultant is to assist the company in determining or identifying the organization's main problems (http://www.ehow.com/facts_7600287_role-organizational-development-consultant.html), the scope, as well as degree of complexity and urgency of such problems identified.
    After identifying the problems to be addressed, the OD finds strategies to solve such problems. Hence, the next step to indentifying the problem is solving the problem, followed by assisting the organization and its people to cope with the change implemented (http://www.ehow.com/facts_7600287_role-organizational-development-consultant.html).
    Identification of the school's problems that need to be addressed is not an easy task on the part of an outside OD consultant. The said consultant exhausts all possible means to gather data through observations, interviews, or questionnaires that are distributed to strategically identify respondents.
    Proposing solutions to a problem is not an easy task. It requires the OD consultant to analyze the educational institution on the aggregate - it vision, mission, goals and objectives, the various academic and non-academic departments and units, the institution's resources, and priorities.
    After proposing solutions to the problems identified, the OD consultant also helps the organization and its people cope with the change. Specifically, the OD consultant aims to reduce resistance to change through several means such involving them in panning for the change, letting them understand the reasons why the change should be implemented, and how they ( the employees) would benefit from the change.

    Robbins, Stephen P. and Coulter, Mary (2005), Management. Pearson Education, Inc.
    Upper Saddle River, N.J.

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