Abstract
This study has the aim to analyze the characteristics of the strategic greening and social responsibility of organizational development. The main assumption of the analysis is based on the consideration that the strategic organizational development should take into consideration the greening of organizations and the corporate social responsibility. Using a holistic, humanistic, and critical analysis approaches on individual and organizational development, the analysis focuses on individual freedom, lifetime education and training, consciousness on human values, and ethical concerns related to the implementation of the organizational greening and corporate social responsibility. Finally, it proposes a strategic organizational development model.
TopThe concept of organizational development encompasses the overall organizational health which has effects on the motivation, communication, organizational cohesion and organizational behavior of workforce and the organizational structure. A heightened sense of motivation enables organizational development as adaptability. The sustainable organizational development and growth has effects on the overall organizational performance and growth.
Sustainable organizational development should be decided between the top management and the operational working areas, including the staffing personnel, to spot opportunities of individual and organizational growth and development. The top-down sustainable organizational development initiatives supported by bottom up implementation process builds on current work experiences and the workers become more responsible and committed to carry on more actively on the activities and practices of the development projects and becoming action (Argyris, 1998).
Organizational change and organizing is a central characteristic of the contemporary organizational context of a global economy (Ahrne and Brunsson, 2006). A sustainable organizational and individual development in the new economy most generate the changing capacity to adapt to an environment subject to the development elasticity. Management of sustainable organizational development in the context of the new economy and environment requires new organizational management principles and behaviors to develop organizational capacities and capabilities. Organizational development focus on managing flexible planned changes and an adaptive process approach due to the constant flow of information, changes and developments (Cummings & Worley, 2014).
Key Terms in this Chapter
Organizational Development: Organizational Development is a systematic and planned process in which the principles of the behavioral sciences are used to increase individual and organizational effectiveness.
Strategy: It is the direction or orientation that is given to the internal resources of an organization depending on the demands of its environment and surroundings to develop a competitive advantage that allows it to survive, lead, etc.
Organizational Greening: A green organization is one that believes in a double purpose: it generates economic wealth, but it also conserves natural resources. It is the one that worries you a lot and questions the impact that your product causes on the consumer, on natural resources, on your collaborators, etc.
Sustainable Organizational Development: Sustainable organizational development focuses on value creation, environmental management, environmentally friendly production systems and the formation of human capital, social responsibility is linked to transparency, dialogue with stakeholders and care for the environment and the social inclusion.
Competitive advantage: A competitive advantage is any characteristic of a company, country or person that differentiates it from others, placing it in a superior relative position to compete.
Corporate Social Responsibility: It is a way of directing companies based on managing the impacts that their activity generates on their customers, employees, shareholders, local communities, the environment and on society in general.
Core Competencies: Core competencies are the strengths that define an organization. ... A company may have more than one core competency. Core competencies, sometimes called core competencies or distinctive competencies, help create a sustained competitive advantage for organizations.