Cisco Systems Organizational Development 2
Cisco Systems Organizational Development (OD)
Cisco Company is an exceptionally large company with a highly integrated organizational structure operating in 300 stations in 90 countries globally. Due to its extensive operational coverage, its very important to keep diagnosing the operation processes and management structure, this is in the attempt of keeping the process of recruitment, training, and management of employee are maintained at a profitable level for all; Cisco experience a diverse composition of the employees from different backgrounds all over the globe; thus the reason for choosing Cisco for Organizing Development (OD). The main aim of this intervention change diagnosis at Cisco is to change the Human Resource Management system to solve the problem of inclusive management in the process of recruitment, training, management of employees.
Similarly, according to Moochhala & Bhogal (2020), organizational development majorly consists of solving a problem through systematic and practical applications of theoretical perspectives. In this respect, the diagnosed problem arising from the Cisco System is the process of recruitment from the HR management which is highly affected by a problem of Inclusive Management due to its diverse coverage and expansion into other countries with different cultures. This results in some employees feeling more rightful for a given position, while others feel discriminated against at the time of recruitment. Therefore, the most appropriate change intervention concept is an artifaction Theory of organizational development (OD). In the application of this perspective, Bond, & Blevins (2020) suggest a four-dimension model of artifaction including Ascription, Fabrication, Displacement, and reinterpretation. The framework develops an intervention to the Organizational Development (OD) in a various number of propositions following the nature of the problem identified at the Cisco System. The aim is to develop an alternative recruitment process through inclusivity management with the involvement of all the stakeholders.
References
Bond, M. A., & Blevins, S. J. (2020). Using Faculty Professional Development to Foster Organizational Change: a Social Learning Framework. TechTrends, 64(2), 229-237.
Moochhala, M., & Bhogal, T. S. (2020). The Unique Aspects of Organisation Development in the Social Sector. NHRD Network Journal, 13(3), 359-369.
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