دانلود رایگان مقاله انگلیسی توسعه سازمانی و مدیریت استعداد: آن سوی پایین ترین خط سه گانه - اشپرینگر 2017

The triple bottom-line approach to measuring and reporting on organizational effectiveness is one outcome of the growing concern with how organizations affect the environments in which they operate. As it grows in popularity in the developed world, more large corporations are reporting annual triple bottom-line performance numbers. At this point, approximately 40% of the Fortune 500 companies issue a report. The typical triple bottom-line report, which supplements the usual report of the financial results of the corporations, reports on the organization’s impact on the physical environment and the societies in which they operate. The triple bottom-line approach represents a dramatic change from the thinking about organizational effectiveness that was dominative in the 1950s, when OD started. The dominant view then was that organizations should only be responsible for their financial performance. Forty-four years ago, the economist Milton Friedman argued in a New York Times article that this was exactly as it should be because to do otherwise would be to do charity with other people’s money.

Conclusion

What OD has done in the past and how it is positioned in most organizations are not enough to make OD professionals major players in creating sustainably effective organizations. They require expertise in measuring sustainable effectiveness, as well as knowledge in macro-organization design and business strategy and in most cases do not have it. These areas of expertise are critical to making good decisions about the strategic paths that organizations should take in order to be sustainably effective and to understanding the impact of organization design decisions and practices on the organization’s quadruple bottom-line performance. OD needs to adopt a new approach to thinking about and creating organizational effectiveness. The Agility Factor (2014), a book by Chris Worley, Tom Williams, and me, asserts that the “old way” of OD thinking needs to change. In particular, it calls for organizations to adopt a continuous change model rather than the traditional “freezing” model which calls for implementing change and the returning to stability. This was a good model, but is outdated. The rate of change in the environment demands continuous organizational change and experimentation with new practices and strategies that will produce high levels of quadruple bottom-line performance.