Organizational Development

1. Prepared by: Jovenil R. Bacatan
Subject Instructor: Dr. Marleonie Bauyot
Crisis and Change Management (EdD/PhD 832)

2.  Effective leaders communicate downward to make
sure employees at all levels understand in a clear
and consistent way the purpose and direction of the
firm. But effective organizations need upward
communication as well.
 Upward communication
 the flow of information from lower to higher
hierarchical levels in an organization

3.  Effective leadership involves listening, engaging,
and learning as well as communicating.
 Particularly in situations of strategic renewal and
change, formal leaders need to learn about how
their effects are proceeding through a process of
mutual engagement with employees at all
organizational levels.

4.  To help ensure that knowledge lodged at lower
hierarchical levels is captured, discussed, and acted
upon, leaders can enable upward communication by
three steps:
1. Top executives can acknowledge, both to
themselves and to the organization, that they do
not know everything that needs to be known
about the organization and its competitive
environment.

5. 2. Executives can create channels for information
to flow upward in an uncluttered and unfiltered
way.
3. Executives can also push decision‐making
authority down to lower levels, allowing
employees to exert authority and take
responsibility for the organizational–
environmental interface.

6.  Effective leaders take specific steps to ensure that
communications move both upward and downward.

7.  Organizations consist of individuals who possess
skills, competencies, and knowledge. Their
connection to the organization is, in part,
instrumental.
 Emotional bond
 a relationship between individuals and their
organizations based on a deeply felt commitment
to the organization’s purpose and goals.

8.  If employees are committed to their organization
emotionally as well as instrumentally, they are more
likely to engage in required behavioral changes.
 Emotional bonds are much more than niceties of a
pleasant business environment; they support
outstanding performance and create a work context
open to change.

9.  Given a combination of experience, training, and
circumstances, a wide array of individuals can be
effective leaders.
 Inadequate attention to leadership development
can hurt a company, even an industry.

10. Practice Barrier
Rapid upward
mobility
Prevents individuals from having to
live with consequences of their
actions and learning from their
successes and failures.
Movement
within a
single function
Individuals never gain knowledge of
total organization, particularly of
how subunits fit together.

11. Practice Barrier
Short‐term
Performance
pressures
Individuals get better at tactical and
operational management than at
long term strategic and visionary
leadership.
Recruitment for
specific technical
skills
Internal employee pool is thin on
individuals with real leadership
potential.

13. Folake, O. C., & Abisola, A. I. UPWARD COMMUNICATION: A
MODERN TECHNIQUE FOR EMPLOYEE PARTICIPATION
AND PERFORMANCE ENHANCEMENT OF SELECTED
HOTEL STAFF IN ADO-EKITI.
Spector, B. (2013). Implementing organizational change: Theory
into practice (3rd ed.). Northeastern University.