Organizational Development and Change

The CEO of Blue Cloud Development, Shel Skinner, is troubled by the performance of his organization and seeks alternatives to the current methods of operation that may help to improve the cycle time for the release of new software products. Locating a new methodology that he believes will reduce the cycle time, Mr. Skinner hires consultants and implements the new methodology. A year into the implementation, he asks his software engineers their opinion of the new methodology, and is disenchanted when he hears that the opinion of the methodology is

Workers at all levels of an organization, be they CEOs, middle managers, or entry-level staff, recognize that change is inevitable. However, the successful implementation of organizational change in response to changes in an organization’s external environment can be one of the greatest challenges top-level leaders face. Regardless of how far-seeing and meticulously planned organizational change may be, it will not be effectively implemented unless it is communicated to an organization’s staff in such a

In the realm of organizational change and development there is a standard model that is considered among most organizational development professionals to be the basic format for planned changed known as the General Model of planned Change. Essentially what organizational development professionals are dealing with is almost exclusively centered around planned change. That same type of planned change was present within the Sunflower Incorporated Company which started their planned change initiative in early 1989. The technology that the company was looking to change was the financial reporting system in order to have a new system that is able to compare sales, cost, and profit margins on a regional basis. The company decided to open a new position that was specifically targeted at maximizing the performance of the companies financial goals and they hired a new pricing manager by the name of Agnes Albanese who was in charge of conducting the internal price management initiative. While her ideas were perceived positively among the internal executive groups as a whole there was some pushback on the new pricing format.

An organization changes include planned or unplanned, and revolutionary or evolutionary. There will be resistance to all of these. Change in any organization is a three step process. We

The contemporary world is changing constantly and rapidly, causing the organisations to react accordingly, and these environmental changes could be in many forms such as competitors, technologies, resources, deregulation and privatization (Carnall, 1995). Agboola and Salawu (2011) identified change as a required process which is made in order for a firm to achieve its objectives and goals successfully. It is claimed that adapting to the environment (Barr et al., 1992; Child and Smith, 1987; Leana and Barry, 2000 cited in Del Val and Fuentes, 2003, p148) and improving performance (Boeker, 1997; Keck and Tushman, 1993 cited in Del Val and Fuentes, 2003, p148) are the overall aims of organizational change. Researches of Beer and Nohria (2000)

The study of organizational change is extremely important because all managers’ at all organizational levels are faced throughout their careers with the task

development of several performance and speaker contracts. This ensured the quality of programs such as the UT vs Kentucky football halftime show performers.

Dr. John Kotter from his 40 years of research by leadership and change he stated that 70% of all organizational transformation efforts fail because organizations don not take a consistent approach to changing themselves or not engaging work forces effectively.

Examining organisational change, we can see that it is the transformation and development within an organization which includes the structure, work methods, or work culture. It is when people attain “new behavior” in order to adapt to their environment (Pullen, 1993). This occurs because there may be some adjustments which leave many businesses no choice but to change; for example, adjustments in consumer demands, legal factors, economy, and competitors. A major aspect which triggers change is organisational innovation. According to McWilliams (2013, p.111), innovation is being able to put into place new creative ideas. To put this into context, we are going to use technology as a model to help better understand the elements of change and

Hence, Apple Inc. needs to analyze keenly the factors that are limiting it from attaining effectiveness so as to apply a relevant change that will solve such issues. However, organizational development seems to be stressful, hurtful, and frustrating for most people. Therefore, most employees tend to resist to organizational changes. As a result, organizations face a lot of challenges as they try to implement various organizational changes (Brown, 2011, p. 67).

Given the accelerating rate of global-scale change, organizational change and development have become more critical to organization success and ultimate survival. This report includes comprehensive discussion on the impact of organizational change on human resources. The discussion involves the roles of human resources when formulating and implementing the various approaches during change processes as well as the challenges faced by organizations for continual change. The changes proposed in this report are mainly focus on enhancing people 's commitment, motivation and inspiration due to the

The field of organizational development (OD) has a rich history of research and practice that is driven by a variety of business needs such as change management, leadership development, internal communications and business process re-engineering. OD has been, and arguably still is, the major approach to organizational change across the Western world, and is globally increasing. However, the ambiguity of the OD discipline is challenged with a posture to curve a standard definition.

The Organisational development article I have chosen gives context to Organisational development theories from early teachings to more recent academic research highlighting disconnect among OD researchers. The OD article is from the journal of applied behavioural science. Literature review explains shortcoming among OD research. I chose the OD article for the in-depth analysis of this subject from early theories to more recent models of practice. The author discusses the implications for researchers, practitioners, and teaching of OD as a subject. The authors of the OD article aims to give an in-depth analysis of which is of greater scope which is discussed in textbooks, journal articles and methods of early OD practitioners. The OD

Organizational change and development has a large impact on the success of an organization. “As modern organizations pursue changes to enhance their competitive positions and their survivability in competitive markets, the successful implementation of organizational change has become an important management task” (Chou, 2014, p. 49). The success of a change initiative in an organization is affected by several variables, however, there are three that might be considered paramount; communication, leadership, and culture. Leadership must be cognizant that change is necessary for growth and that the success of change lies largely with them. Communication management affects change in that it is the nucleus of how interactions within an organization are overseen strategically, and finally organizational culture will impact the effectiveness of organizational change. The combination of strong leadership, effective communication management, and a positive organizational culture has the ability to create a framework for which development, growth, change, and success can be built.

Change is a pervasive influence. We are all subject to continual change of one form or another. Change is an inescapable part of both social and organizational life. (Mullin, 2002) Therefore, today’s business environment is characterized by rapid and continual change and this is one of the main factors that affect the organization success and failure.