Organizational Development : Organization And The Well Being Of Organizational Members

CUMMINGS, T. G. AND WORLEY, C. G. (2001). Essentials of Organization development and change. Cincinnati: South-Western College Publishing.

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.

In today’s competitive and fast-paced business environment, change is the only constant and it happens quickly. Change can be strategic, structural or cultural but it is always essential. It is inevitable; it is a way of life and can be as simple as a process change or as complex as a major corporation change due to internal and external pressures. Because of this, the concept of change management was developed as a structured approach for ensuring that change is implemented successfully to move an organization from its present state to the future state. Change is vital and it requires the right combination of the 3 S’s: strategy, structure, and support. The purpose of this paper is to address an organizational change initiative for the AT & T Corporation formally known Workforce 2020. This paper will discuss and analyze a holistic conceptual framework for change by identifying, communicating, organizing, measuring, aligning and tracking this strategic change through the eyes of the leader and the follower. In addition to this, the successes and failures will also be discussed along with organizational change concepts and theories and finally an evaluation of how this change impacted the organization and a discussion on the sustainability of this effort.

In order to have a successful outcome to occur from an organizational development intervention the organization must be acceptable of change. The organization’s readiness must be evaluated. To evaluate the readiness for change a combination of three different measures will need to be implemented, which are observation, surveys, and interviews

External and internal pressures arising from dynamically evolving business environments inevitably and continuously create unsustainable tension between the desire for stability and the need for change within organizations (Graetz & Smith, 2010). Organizations respond to these tensions by engaging in processes of strategic renewal through the implementation of “planned change” (Spector, 2010). Planned change, according to Cummings and Worley (2009), fundamentally concerns the process of changing organizational behaviors. More specifically, new behaviors must replace old ones or be adapted to or integrated with existing behaviors to enable successful change (Palmer, Dunford, & Akin, 2009; Schein, 1993, 2004). This paper outlines the three

Organizational change is a systematic step taken by an organization to make sure changes are taking place smoothly and successfully with lasting benefits. Globalization and innovation of technology result in a constantly evolving business environment. Social media and mobile adaptability have revolutionized business and the effect of this is an ever increasing need for change, and therefore changes management. Technology growth effect has increase information availability and accountability of knowledge. These have resulted in unprecedented scrutiny from stockholders and media. With such vast change that happens in the business environment, organization must be able to adapt with changes. Therefore, the organization capability to adapt and manage is essential ability required in the workplace nowadays. But major changes in organizations often run into resistance like existing organization culture, even the current environment of the organization changes rapidly. This is due to change is a complex process and both negative as well as positive outcomes are a possible outcome. This article review looks at the available evidence so that the process is conducted as efficiently and effectively as possible. Also it serves to help manager access the vast range of literature on organization change. It starts by focusing on change management from an organization and then looks into the concept of the psychological contract. Next it discuss the research on sustaining

Organizational development is a learning tool that can be utilized not only for professional success but for personal success in life as well. This particular tool or resources deals directly with change and who to best deal with the changes in order to produce a good outcome for all involved. Our text teaches us that, “Organizational development (OD) comprises the long-range efforts and programs aimed at improving an organization’s ability to survive by changing its problem solving and renewal processes,” (Brown, D.R., Harvey D., pg. 3). Making adjustments in the areas of

In order for a change to turn over successfully, managers in an organization must also consider employees’ feelings and input. People react to changes in different ways, whether they disagree with it or not. It is important for managers to address concerns to help shift the organizational culture in an even more positive direction. Salmond (1998) proposes a 12-step action plan for managing and preparing employees during an organizational change (See Appendix C; p. 40). She notes that these are not progressive steps because it depends on how people react to the changes, and how many changes are taking place simultaneously (Salmond, 1998, p. 40). Each of them fall under 4 different categories: plan for change, manage responses to change, promote new skills and behavior, and reinforce change (Salmond, 1998, p. 40). Knowing the type of change, as described in step 1, will depend on the scope (the degree of change), timing (proactive versus reactive), the degree of behavioral change, and learning that must follow (Salmond, 1998, p. 40).

Within modern business practices continual evolution is essential for long term organisational outcomes. With economic pressures, a growing demand for perceptibly social and environmental responsibility and an increasingly focus towards international and worldwide trade, modern organizations are confronted with an almost constant need for change (Waddell, Cummings and Worley, 2007). Thus it is important for leaders to have a sound understanding of change issues and theories (Waddell, 2002). Organisational development (OD) is described as a systematic application of behavioral science knowledge to

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

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 is a system that is developed from wide range of scientific actions that is used by organizations to solve any issues in order to become successful. Additionally, Organizational Development is used as a to address and analyze the organizations strength, weaknesses, opportunities or threats. Once the company has identified its issues, Organizational Development is used as a business strategy to achieve such goals, which includes product quality, sales growth and customer relations. According to the textbook, “Organizational Development is a system-wide application… behavioral science knowledge to the planned development, improvement and reinforcement, strategies…that leads to organization effectiveness.” (Cummings, Worley, 2015)

Organizational development can be defined as a systematic process of planning in which to apply scientific principles and practice behaviour are introduced in the organization, towards the goal to increase individual and organizational effectiveness.

Organizational development is one of the most common yet most important terms in HRM and organizational behavioral studies. During this course, various strategies for developing diagnostic skills to identify OD issues, problems, and opportunities have been taught. However, it is important to understand how these skills can be applied in practical life, in order to understand their practical implications of this theory. Organizational development is a complex process with various definitions. One of the current definitions is "Organization development is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of strategies, structures, and processes that lead to organization effectiveness" (Cummings and Worley, 2005, p. 1).