Comparative Analysis of the Effects of Organization Development Interventions on Organizational Leadership and Management Practice: A Case Of Green Earth Program (GEP)

Abstract

This study was an analytical descriptive research done to assess the effects of organization development interventions on leadership and management practises of Green Earth Program.

     The theoretical framework was based on the models developed by Kotter and Lippit and the conceptual framework was based on the effects of organization development interventions framework of leading change.

A pre- assessment of leadership and management practice at Green Earth was conducted which identified six problem areas or improvement issues. These were: absence of a strong compelling vision and an organization structure that encouraged an unhealthy competitive conflict, failure to involve staff at all levels in decision making especially in areas affecting their work, inadequate information flow (communication), a perceived unfair reward system and lack of human resources management policies and procedures, weak financial accountability practice and lack of financial management policies and procedures.

The data from pre- assessment and post assessment were statistically treated using the means. A t-test was also used for the comparison of the pre and post interventions data, for improvements significance at 0.05 alpha levels. The results of the pre and post  intervention assessments showed that the  effects of the interventions was statistically significant.

The study findings revealed that the overall mean for pre- assessment was 1.45 while the overall mean for post intervention assessment was 1.81. The overall p value was p=0.000. This was a clear indication that there was a very significant difference between data obtained during pre- assessment and data obtained after post intervention assessment.

The above results led to the conclusion that the Organization Development Interventions offered were successful since there was a significant difference in the data before and after the interventions. These results therefore, led to the rejection of the hypothesis which stated that there were no significant differences in the obtained data on the six problems areas before and after the interventions. This hypothesis was to be accepted or rejected at the 0.05 alpha level.

Key words: organization development Interventions, Organizational leadership, Financial Accountability