1.0. Background
This OD intervention proposal is for a real estate marketing organization namely “Cobra Marketing Network (CMN)” that is a medium-sized organization. The company has its branches in three different cities and provides marketing services for real estate projects launched by different construction companies. Taskforce of CMN consists of 179 individuals working in different departments including management, copywriting and editing, designing, video editing, outdoor marketing, etc. Real estate marketing is characterized by tough competition and is enjoying decent growth based on the growth of real estate construction in the region (Mathews, 2015).
Over the past few years, the marketing share of the company is on a consistent decline. It is losing its competitive strength and loyal clientele against its near rivals due to reasons defined in the section to follow. This issue provides a rationale to conduct this particular proposal emphasizing the need for organizational development interventions.
2.0. Problem Definition
As discussed, the marketing share of the company is declining. Here, it is important to note that there are some obvious issues at the bottom of current pathetic state relating to organizational behavior and human resource. As a matter of fact, the organization is faced with conflicts among different departments based on miscommunication. This issue is causing the projects to get late and remain short of achieving quality-related objectives. Secondly, there is prevailed atmosphere of demotivation among the workforce, as employees are not showing the desired level of dedication in carrying out the tasks assigned to them. Furthermore, the company is unable to retain the talent due to high turnover rate.
Both the issues discussed above are of ‘internal level’ and are critical both in short and long terms. In the short term, they are affecting the market share of the company due to declining rate of client satisfaction. In the long run, these problems can cause the disclosure of the company due to bankruptcy as the majority of clients bid good-bye in the wake of declining trust if no initiative is taken to control the situation. The consultant proposes two interventions to tackle the said challenges including ‘Human Process’ and ‘Human Resource Management’. ‘Intergroup Relations’ will be utilized to solve the issues relating to human process i.e. conflicts among different departments. HRM intervention termed as ‘Performance Appraisal’ will be used to deal with the problem of lack of motivation among workforce (Cummings and Worley, 2014).
3.0. Objectives
Defining the objectives is one of the central considerations relating to any proposal, as they provide direction for any particular project. There are certain points to be taken into account while writing objectives to keep them effective and aligned to the purpose of the proposal. They need to be stated briefly and concisely avoiding bulky details. Objectives need to be very specific and integrated with a proper timeline (if possible). It is also important for objectives to be realistic and achievable within the timeframe allocated for each (Paler-Calmorin and Calmorin, 2007). The consultant keeps all these considerations in view while devising and writing the objectives for the proposal in hand. These ultimate goals applied on organizational level are described below:
3.1. Objectives Assigned to ‘Human Process’
3.2. Objectives Assigned to ‘Human Resource Management’
3.3. Ultimate Goals
4.0. Scope of Intervention
Broadly, the scope of an intervention refers to the description and explanation of the activities that are covered or not covered under the chosen intervention. It also sets out to provide methodology consisting of a set of methods intended to be utilized to carry out the project being proposed (Cummings and Worley, 2014). Scope of chosen interventions is comprehensively explained below:
4.1. Type of Intervention
Two types of interventions are chosen to tackle two issues identified (in an earlier section) with CMN. These organizational development interventions include human process and human resource management. A human process as an intervention deals with personnel and processes of utilizing people to achieve desired organizational objectives. Areas of concern for human process relate to psychology, social psychology, organizational dynamics, and interaction on a group level. To be very specific, using intergroup relations (the technique aimed to be used), a small group will be formed. This group will help different departments identify the root-causes of their conflicts with other departments. Accurate identification of issues will provide a solid base to eliminate them in the most appropriate ways. This is an organizational level intervention (Cummings and Worley, 2014).
Second intervention i.e. human resource management is the sum of all techniques, strategies, and activities directed towards efficient management of people working in any organization. Performance appraisal is being utilized as preferred intervention to tackle the issue relating to human resource management. This intervention will also be applied to the whole organization. It emphasizes the need for proper assessment of employees’ performance and processing appropriate feedbacks. This strategy is likely to enhance their motivation that is in direct relationship with productivity and employee retention (Cummings and Worley, 2014; Ramlall, 2003).
4.2. Data Collection Techniques
Before implementing the selected intervention, it is important to get an insight into the core issues by analyzing from every critical angle. The consultant proposes methods for data collection that are appropriate to the predefined objectives of chosen OD intervention. Intended methods for gathering data are described and explained as follows:
4.2.1. Online Questionnaire
The structured online questionnaire will be processed to a sample population of 100 employees working in different departments at the company. This questionnaire will be sent in to the sample population via Email, and all the participants will be notified via phone call. However, there will be no reminder if any of the selected employees did not participate. Any percentage of response rates (such as 50%, 70%, or 80%) will be considered final after the amount of time (10 days) specified for this purpose is elapsed.
The questionnaire will contain different close-ended questions relating to the issues being faced by the company and possible reasons behind them. The online questionnaire allows participants to provide highly biasfree and honest responses to any kind of questions due to the reason that their identity is not disclosed in this way. Secondly, close-ended questions will allow the consultant to quantify the collected data that allows for graphical presentations of the findings as well as for quantitative analysis of the collected data.
4.2.2. Interviews
In-charge or leaders of six different departments are chosen as a sample population for interviews. They will be representing their subordinates or the viewpoint of people working in their departments. This is going to be a qualitative method of data collection with different open-ended questions to be asked in a face-to-face interview conducted separately with each of six respondents (Kothari, 2004).
Mostly leaders have deep insight and understanding to group matters. So, they can appropriately map the issues faced by their subordinates (and their departments on the whole) with critical remarks. The benefit of the face-to-face interview is that it provides much room for critical discussion of which the quantitative technique discussed above is deprived.
4.2.3. Focus Group
Certain themes are expected to emerge during face to face interview. Those themes will be discussed in an organized panel discussion facilitated by the consultant. Six respondents selected for the interview (mentioned above) will also be chosen for this focus group discussion. The discussion will be arranged in an informal environment to ensure maximum input from every participant. This will help consultant view the matter from different perspectives.
4.3. Data Analysis
The data will be analyzed using the method of triangulation by interrelating the information collected from all three sources mentioned above (Kothari, 2004). Results of the questionnaire will be presented in graphical form and discussed in a quantitative way. These results will qualitatively be synthesized with the findings of face-to-face interviews and observations. The degree of alignment between the findings (relating to the data collected from different sources) will help determine the level of their validity and reliability. On the basis of these findings, the consultant will be able to update the performance management system and creating microcosm group as considered for interventions.
4.4. Considerations Excluding Scope of Intervention
Following items are not covered under the organizational development interventions being proposed:
The consultant will not analyze or collect the data in any other ways than specified above.
Information collected from employees will be kept confidential and will not be disclosed even to the executives of the company on demand.
There will be no revision of questionnaire if response rate remains low, as its impact will be minimized through triangulation of the findings.
5.0. Change of Scope
The scope of the project is outlined and explained above in understandable form. However, any change in the scope of the proposal will be subject to additional charges. The client may request for certain amendments and adjustments regarding interventions or any other after having gone through the proposal. After the request for additional considerations or adjustments is made on the part of the client, the consultant will also revisit the proposal. The appropriate fee will be charged for any demand in access to a predefined scope.
Furthermore, any changes in the initial plan or additional initiatives demanded by the client will be addressed and charged formally. Furthermore, the extension of the time allocated for the project, if caused by the client, will also be subject to extra charges determined appropriate to the rates already fixed. Apart from the extension of time, charges will also increase appropriate to the complications added to the scope due to certain demands of the client.
6.0. Evaluation/Deliverables/Follow up
The consultant has also planned a comprehensive process for the evaluation of the degree of which the underlying interventions remain successful in achieving desired objectives. Given below is a detailed description of evaluation strategies for each of the chosen interventions. Three matrices used for this purpose include the difference in findings between pre and post-implementation interviews, change in employee turnover rate, and change in market share.
6.1. Pre and Post-Implementation Surveys
An online questionnaire will be conducted before the chosen interventions are applied containing the questions thematically relating to conflicts among departments, reasons for conflicts, the morale of employees, reasons for turnover intentions, etc. Participants will not require providing personal information during these interviews to ensure their confidentiality. Hence, they will feel at perfect ease in providing honest and unbiased responses.
Then, a questionnaire containing the same kinds of questions as mentioned above will be conducted after six months since the implementation of the intervention and another after 12 months. Positive change in the response of majority will be marked by the success of the project and vice versa.
6.2. Change in Employee Turnover Rate
Data relating to turnover rate will be gathered from the annual report of the company. Turnover rate is targeted to decline by 20% within first six months and 50% within one year.
6.3. Growth of the company’s market share
The market share should grow by10% within first six months and 25% within a first fiscal year since the implementation of the proposed OD interventions. The information about market share will be obtained from the quarterly reports of the company.
7.0. Responsibilities
7.1. Client’s Responsibilities
The client will provide full access to all its employees and consent to obtain their email addresses and other details required for the purpose of intervention.
The client will provide a venue for the group discussion.
The client will allow the consultant to use the information collected from employees for the purpose of the project.
The client will provide access to senior management of the company from time to time or whenever required by the consultant.
The client will provide full access to all the documents of the company including annual report whenever required for the purpose of evaluation or any other relating to the project in hand.
7.2. Consultant’s Responsibilities
The consultant will be under an obligation to update the client on the status of OD interventions on a weekly basis.
The consultant will be responsible for providing the client breakdown structure of billing with respect to time and tasks.
The consultant will follow the predefined schedule to carry out different activities of the project being proposed.
The consultant will report any necessary deviation from the scope of the interventions before the implementation of same.
The consultant will present the evaluation report on the bi-yearly basis to the consultant.
References
Cummings, T., and Worley, C. (2014). Organization Development and Change. New York: Cengage Learning
Kothari, C. R. (2004). Research Methodology: Methods & techniques. New Delhi: New Age International (P) Ltd.
Mathews, C. (2015). These Will Be the Hottest Real Estate Markets in 2016. Fortune. Retrieved July 3, 2016, from http://fortune.com/2015/12/03/best-real-estate-markets/
Paler-Calmorin, L., and Calmorin, M. A. (2007). Research Methods and Thesis Writing' 2007 Ed. Manila: Rex Book Store
Ramlall, S. (2003). Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness. Applied HRM Research, 8(2), 63-72.
