My Organizational Development Intervention Project

HRM 587 Discussions 1 Week 5 Organizational Development Theory and Practices-All Students Posts 20 Pages Managing Organization Change

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Organizational diagnosis is necessary in this rapidly changing world so that organizations do not miss out on opportunities and threats. Everything needs to be planned, and accordingly goals need to be set and achieved. There are many ways of diagnosing an organization, several of which will be discussed below. It answers the questions of why there should be change in organization and what is the purpose of the change.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

Organizations need to be assessed in order to be aware of the problems that are occurring within the agency. Our group has been tasked to look at an organization and determine whether or not it is in need of organizational change, and if so, how to implement that change in order to make the company more efficient and effective at addressing clients' needs.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

To make meaningful and long-term change in an organization, an organization needs to follow the guidelines of a change model, a diagnostic instrument, and change intervention. This paper will discuss two change models, two diagnostic instruments, and two change interventions.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Implementing Organizational Change: Theory into Practice, Third Edition, by Bert Spector. Published by Prentice Hall. Copyright © 2013 by Pearson Education Inc.

The change is managed through developing a detailed analysis of current and prospective situations within an organization. It is necessary to address all relevant aspects of change in order to develop a plan for incorporating change in

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..

The main client was identified to be Mr. Samaren, the owner and the general manger of AEF. Since the communication during the OD process will be web-based and not a face-to-face process, the direct clients were kept limited. During the initial interview, via Skype, with the owner, he exposed that AEF has been working on a strategic plan with Dr. Ali, a professional consultant and the director of M&DC. Although the outcome of this project may impact the whole organization if decisions were made accordingly, the relevant clients were identified as the three members who are the key holders of knowledge about the new strategic plan: the owner, Dr. Ali, and the deputy general manager, Mr. Akber Ahmad. Hence, a project work plan was emailed to the clients to keep them on track with the OD process as well as set clear expectations about the study. (Exhibit 1).

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).