Organizational Development

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

Organizational change is difficult, although necessary to support growth and excellence in the market place. The concept of change can have negative connotations among employees, especially if change implementations have not been successful in the past. This paper is going to describe the need for change, barriers to change, factors that might influence change, readiness for change, the theoretical change model that relates to the change, and resources that support change implementation.

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

Organizational change is not easy, but is an integral component that often allows the company and its employees to be prosperous. There are many ways to approach organizational change. Some are scientific theories like those stated in Organizational Behavior and Management (John Ivancevich) while others like John P. Kotter in “The Heart of Change,” believe it is just getting to the heart of your employees. If an organization today wants to be successful, they must understand why change is resisted and determine how to create a process to overcome this resistance

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.

It is a difficult task when soliciting buy-in from subordinates in an organizational change initiative due to an inherent resistance to change. This synopsis will present three change tactics that are commonly used to engage employees in the change process and they are: Kotter’s 8-step Process for Leading Change, the Change Management Foundation Model, and Deming’s Plan-Do-Check-Act model. It will also discuss why organizations should use benchmarks in the change process. This document will conclude with a summary of this discussion.

As an Organizational Development Practitioner, there are several phases to conduct their job obligations; such as: the consulting phase, and the entry phase. Therefore, both are needed for the OD practitioner to become productive and beneficial for the client (s). The first step to the entry level is to describe the services that will be offered to clients, and inform the clients of the expectations and any potential delays that may occur while exchanging services, and give the clients a survey and to help determine their needs and concerns. Based on the research collected during this phase, and knowing the needs of the clients, sending a brochure so there

External forces, such as competition, and internal forces, such as profit and loss statements, are often a source of motivation for organizational change (Kelman, 2006). Change leaders must present the issues that pronounce the need to make organizational changes to employees and stakeholders in a manner that signifies the good that could possibly result. The concern must be for the organization but not without considering its members. The members must feel obligated or committed to the organization in order to promote a successful change initiative (Weiner, 2009). When organizational members are connected to the proposed changes the better the likelihood of member commitment to the change initiative.

Introduction and Overview: What is Human Resource Change Management? Why is it important? Why would a company run by

Social intelligence has been defined as the ability to understand and manage other people, and to engage in adaptive social interactions like making them to get along with you. Social intelligence entails a person's awareness to a situation and the social dynamics that accompany the situation and the knowledge of the strategies and interaction style, that, he/she can use to achieve the desired objective while dealing with others (Bob, 2008).

When entering Target as an external consultant many different steps will need to occur in order to create an effective action plan. The organizations readiness will determine if the change will be adequate. The problem needs to be pinpointed and the appropriate level to initiate the change has to be inscribed. In order to communicate the progress of the change feedback is a necessity. When all of these steps occur in the proper procedure a prosperous change will occur.

Change starts with the goal. Change and progress relate to organizational growth, which threaten accustomed tranquility among the individuals in the organizational process. In any stage of organizational growth, people are the limiting factor. Undoubtedly, technology has so far not produced important improvement in human behavior in the organization.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

In the Rothwell book, Practicing Organization Development, a clear message emerges about the importance and the value of building relationships with everyone in the organization. Knowing everyone’s name, and showing respect for everyone in the organization is key. If you are going to move an organization forward, you have to listen to what is being shared and build on the past successes of the organization. By honoring the past, it is creating an atmosphere of trust and helping the relationships become stronger which in turn makes the organization stronger. You must appreciate the work staff has done in the past and understand the work they created was done with good intent. Decisions were made at the time to improve the organization, honor the decisions and look to the future state and how it can be improved upon based on the current reality.

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).