Levels of Organisational Development – Level 3

integration
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Level 3 of the 6 levels of organisational development is the integration stage of organisational development

This post continues from:

The Levels of Organisational Development- Level 1 or the Formation Stage, and 

Levels of Organisational Development – Level 2 – The formalisation stage of organisational development

In this post I look at Level 3 of the 6 stages of organisational development – the integration stage of development:

 

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Level 3: Integration stage

 

The distinctive features of the integration level of organisational development is characterised by: –

 

a)    Various aspects of activity start to become integrated, such as

a.    quality management

b.    environmental management

c.     integration of logistics functions

which leads to greater centralised control over these aspects of activity.

b)    Expenses for the centralised management of key aspects of activity increase, influencing the sustainable competitiveness of the organisation.

In effect, as the organisation starts to integrate the functions and activities, the internal costs of managing the organisation start to increase considerably. This has an immediate impact on its competitiveness and profitability until the integrations start to allow for economies of scale.

In my next post I will look at level – 4 The Expansion stage of development…

The secret behind many successful Organisational Development Professionals

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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