MBA –H4010
Organisational Development And Change
ORGANISATIONAL DEVELOPMENT AND CHANGE
UNIT – I LEARNING OBJECTIVES
The student is expected to learn the following concepts after going through this unit.
1. Change 3. Planned Change 5. Unplanned Change
2. 4. 6.
Stimulating Forces Change Agents Lewin’s Three Step Model
The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work environment of an organization. When an organizational system is disturbed by some internal or external force, the change may occur. The change is modification of the structure or process of a system, that may be good or even bad. It disturbs the existing equilibrium or
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Often society’s “winners”, both historical and contemporary, can be characterized by the common ability to effectively manager and exploit change situations. Individuals, societies, nations and enterprises who have at some time been at the forefront of commercial and/or technological expansion have achieved domination, or at least ‘competitive’ advantage, by being innovative in thought and/or action. They have been both enterprising and entrepreneurial. It is said that management and change are synonymous; it is impossible to undertake a journey, for in many respects that is what change is, without first addressing the purpose of the trip, the route you wish to travel and with whom. Managing change is about handling the complexities of travel. It is about evaluating, planning and implementing operational, tactical and strategic ‘journeys’ – about always ensuring that the journey is worthwhile and the destination is relevant. The Industrial Revolution, which developed in Europe between 1750 and 1880, accelerated the rate of change to an extent never previously thought possible. Other economies followed and the rate of change has never declined; indeed, many would claim it has now accelerated out of control. The spear and sword gave way to the gun; the scribe to the printing press; manpower to the steam engine of James Watt; the horse and cart to the combustion engine; the typewriter to the word processor; and so the list goes on. 3
MBA –H4010
Change Management is a modification in an organizations practice. It is instituted to profit the company and to improve the system. From the mid-2000s, change management has developed enduring landscapes for any organizations as if it’s related to business field or health care industry. In order to be in today’s competitive market; change management is very important part of any company (Aguirre & Alpern 2014). Technology and advancements is rapidly expanding and changing working organizations’ everyday atmosphere. Due to economic changes many businesses are being obliged to merged or downsized with other companies in order to increase their financial stability. Change management stepped in when employers or employees couldn’t keep up with
However, change can be a risky process that can have negative, instead of positive, consequences for the company’s future. In fact, it has been estimated that only about half of the large scale interventions succeed. With the above in mind Bruch, Gerber and Maier (2005) aimed at identifying the characteristics of a successful strategic change program by using the case of German aviation Group Deutsche Lufthansa. Lufthansa succeeded several times in successfully implementing change, as a response to the turbulent aviation market conditions between 1991 and 2004. Lufthansa’s last, and most successful, strategic change program was the D-Check. Part of what made D-Check so successful was the fact that Lufthansa’s management made a distinction between leading decisions and managing decisions. Leading decision deals with conceiving a clear goal – in other words, what would be right. Managing decision deals with finding the way to achieve the goal – in other words, how do we do it right. Therefore, before implementing change a company should clearly and conclusively resolve the issue of what change would be right and how can be done right. Key questions are the following:
A plan, a desire, and a decision. Which one comes first and how can you align these three aspects to make the change in your life that you need? There are several aspects of change that must be defined before you can figure out which direction you need to go. First, change can enter your life in two ways. You can initiate change or change will be initiated for you. Either way, you need to anticipate and plan for change. It is the "How to plan for change?" where most people make poor decisions. If you are going to initiate change, it is highly recommended that you have a plan. Having a plan is nothing more than laying out the groundwork of strategic goal setting. The planning process is actually quite simple. You can use the following model
Firstly, this chapter will explore creating a change to the management plan due to the identified change, consider barriers to the change and select a change management model. Then a change management plan will be discussed and outlined in greater detail. Subsequently, it will be explored how theoretical knowledge can support a newly qualified nurse (NQN), following an audit. Furthermore, it will be discuss the role of a leader and leadership theories for an NQN. In addition to this, the personality type and a plan for personal development will be presented (see Appendix 4). Finally, by completing this project there will be a reflection of what has been learnt.
What I discovered and know from my research about change management is that “Change can be described as the approach to transitioning individuals, teams, and organizations to a desired future (Kotter, 2009). Change management also speeds the process of delivering desired behavior change, to achieve anticipated results. The evolving nature of healthcare also has its attendant impacts on the health system. However, bringing about a change in a hospital to a set standard, according to McCarthy & Eastman (2011) involves multiple steps. Some of the steps discussed below will give an insight into the change management process.
In the article Managing Change, Lorenzi and Riley discuss the effects of change on an organization’s dynamics, focusing mainly on established relationships and behavioral habits. In addition, simple yet effective methods of phase implementation are provided as a means to prevent feelings of “forced change” and reduce the likelihood of resistance when establishing health information systems.
When planning to make changes within the organization, you should consider the total impact to the staff and any laws that are applicable. There are of couple of change management models, which I listed below, in which you can choose to help you in this process. Before you choose your plan of action exam the following to figure out what is the best time-off policy for your organization. You will want to make sure the policy for your time-off requests is fair to all personnel. You will want to communicate with your staff pertinent information regarding the new policy change. Explain how these changes will take place and keep an open line of communication to provide additional details or address any questions or concerns your employees may have. There are many ways to implement changes for an organization, here are a few examples that may work well as you implement the new policy.
Introduction The definition of change according to the Webster dictionary is “to become different or to make someone or something different.” John P Kotter writes that change is always about “changing the behavior of people” (preface XII) Kotter explains that change is a concept that is used by organizations to restructure or improve their business behavior. Many companies find it difficult to initiate change due to the lack of motivate employees or leaders.
A reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have three distinct goals: optimize flexibility, promote innovation, and sustain
If an organization is not continuously alert to change in the environments it is surrounded by it will most likely end up like the countless failed and bankrupt organizations that have littered the economy over the past few decades. Just being cognizant of the ever present need for change does not ensure success however, having the ability to, as John Kotter puts it, Make it Stick, is crucial to survive in the current evolving world we live in (Kotter & Rathgeber, Our Iceberg Is Melting, 2005). That is exactly what we will examine in this paper, some of the numerous ways to sustain change.
Identify the current formal and informal power structures in the organization. How might the power and political structure of the organization affect employee behavior?
for buy-in, enabling action, creating short-term wins, don’t let up, and making it stick). Bridges
Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..
Change is a common thing that happens all around us on a daily basis sometimes even without us noticing. It can range from family level to international levels, likewise in time frame it can happen on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change can be simply defined as process of moving from one state to another. It is this transition that creates distress to the people due to fear of the unknown. We can not stop change but rather we can only manage it. So then what is change management?
1.1 The analysis must include consideration of two current schools of thought on change management and how they have contributed to organizational change