Organizational Development: Strategies for Effective Change Management Assignment Sample

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Organizational Development: Strategies for Effective Change Management Assignment Sample

Discover expert insights on implementing effective organizational change strategies and development practices in this UK-based assignment sample from Native Assignment Help.

Introduction: Organizational Development: Strategies for Effective Change Management

The procedures and strategies used in organisational growth and transformation are intended to increase the organization\’s overall efficiency and productivity by supporting predetermined and regulated reforms (Singh, and Ramdeo, 2020). Enhancing the capacity of the company to adjust to and react to unforeseen environmental changes while achieving its overall strategic objectives. A variety of programmes and techniques are used in the advancement of organisations to strengthen the ability of an organisation to grow, change, and respond (Garbanzo-Vargas, 2016). Programmes for educational and professional growth, collaborative work, advancement of leadership, efforts towards improving processes, and societal shift initiatives are a few examples of these sorts of events.

Contrarily, organisational transformation relates to the purposeful and deliberate modification of the framework of an organisation, procedures, or structures to enhance efficiency or compensate for circumstances that are shifting. Programmes for educational and professional growth, collaborative training, leadership growth, attempts to enhance processes, and societal transformation initiatives are a few examples of these kinds of endeavours.

Additionally, together, organisational transition describes an intended and deliberate modification of the framework of an organisation, procedures, or infrastructure to enhance productivity or accommodate evolving circumstances (Coghlan,Shani,and Hay, 2019).

The organization\’s plan of action, framework, cultural backgrounds, rules, processes, and innovation can all be changed. Diagnostic, preparation, execution, and assessment phases are frequently included in the procedures of organisational growth and transformation. The first step entails determining those areas that require change along with assessing the organization\’s present strengths and limitations. The next step is the preparation phase, during which exact strategies as well as programmes are selected and executed.

Every individual engaged with this procedure must demonstrate outstanding management skills, interpersonal interaction skills, and collaborative effort for organisational transformation and growth to be accomplished. Additionally, it necessitates a thorough comprehension of the norms and principles of the organisation in addition to having the capacity to navigate resistance to transformation. Therefore, organisational growth and shifts are essential for a company to succeed in the rapidly changing economic landscape of the business environment.

These procedures can assist organisations in achieving their long-term organizational goals, boosting their level of competitiveness, and creating value for their customers and suppliers by enhancing the ability of the organisation to adapt and react to shifting circumstances (Burke,2022).

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Figure 1: What is Organizational Development? A Complete Guide

Objectives of the study

The study\’s goal is to provide an extensive description of how organisations grow and transform which comprises the procedures, measures and tactics applied to enhance an organization\’s overall efficiency and productivity. It also highlights the essential role of efficient management, communication, and collaboration to attain successful managerial growth and transformation.

Identify the performances gap and take corrective measures

Based on the perspectives mentioned above, detecting a performance gap and implementing remedial measures is a crucial part of organisational growth and advancement. An organisation has to undertake a thorough examination of the organization\’s current state of affairs relative to its planned level of performance to determine the performance gap. The following can be accomplished using a variety of techniques, including performance reviews, feedback from customers, market studies, and comparative analysis among other businesses (Min, and Oh, 2020).

Afterthe disparity in performance has been recognised, corrective action must be taken to address it and raise the organization\’s overall productivity. This may involve severalactivities, including managerial growth programmes, enhancement of processes campaigns, programmes for training and growth, and programmes for education and growth.

Taking corrective action must be coordinated with the corporation\’s fundamental strategic goals while also involving all relevant parties. To judge the success of the remedial steps while implementing any changes that are needed with the goal of continued enhancement, appraisal and tracking are also essential (Haerizadeh, 2022). In general, recognising the productivity imbalance as well as taking actionto resolve it is essential for effective organisational change and development.

OD to the case you should critique OD, concerning:other competing change management perspectives, assumptions and values

A popular strategy for change in organisations is organizational Development (OD), which places a significant value on employee teamwork, involvement, and empowering others.

As with any change governance ina larger context, OD has its advantages and disadvantages, so it\’s critical to take into account other opposing viewpoints, belief systems, and principles when reviewing OD. The conventional top-down methodology for changing management that exists, which places a strong emphasis on organisational authority and a centralized process of decision-making, is one contrasting viewpoint.

This viewpoint presupposes that a selected group of administrators and leadersthat possess the power and knowledge to take decisions and enforce them are the best people for triggering thetransformation. On the contrary, OD places a significant value on collaboration and involvement of all interested parties, especially workers, suppliers, and stakeholdersthroughout the transformation journey.

The Lean Six Sigma strategy, which emphasises theenhancement of processes and profitability, is yet another opposing viewpoint. Although OD additionally emphasises enhancements to processes, it places a higher priority on improving the company\’s lifestyle and its employees too. It is extremely critical to take into account the standards as well as fundamental theories of OD when analysing it. OD emphasises teamwork, being empowered, and ongoing development and also makes the assumption that organisations have complicated structures requiringan integrated strategy for transformation.

Nevertheless, certain opponents contend that OD can be unrealistic and might not prove effective in circumstances where quick and significant modifications are required.

Therefore, even though OD is an effective strategy for bringing about organisational change, it is crucial to take into account various opposing viewpoints, presumptions, and ideologies despite evaluating OD.

Limitations of OD

Organizational development (OD) provides a useful strategy for organisational transformation, but it also comes with certain drawbacks. Based on the previously described insights, the following are some OD limitations:

• Expensive and time-consuming: OD interventions can be costly as well as tedious, requiringconsiderable time and resource commitment. Due to this, OD implementation may be challenging for smaller organisations with scarce resources.
• Resistance to change: Regardless of the team-oriented and interactive characteristics of OD, some workers could nevertheless remain resistant to change, particularly those with previous experience who have adapted to a more conventional hierarchy-based approach towards upper management (Waddell, et. al. 2019).
• Limited applicability: OD could turn out to be appropriate for all kinds of associations and circumstances, which limits its usefulness.
• Measurement challenges: Because organisational development initiatives frequently result in complicated and unattainable changes in staff perceptions or organisational atmosphere, it might be challenging to assess their efficacy.
• Excessive emphasis on the process: Upon occasion, organisational development (OD) efforts may put an excessive amount of emphasis on improving workflows rather than on attaining specific objectives for the company. This may result in an overlap of the OD interventions with the organization\’s long-term objectives.
• Limited focus on external factors: OD treatments frequently concentrate on inner aspects of an organizational atmosphere, interpersonal interaction, and administration with little attention paid to outside influences.

Even so, outside variables like macroeconomic developments, changes in technology, and rules and regulations can additionally have a big impact on how well an organisation performs. OD might not constantly properly deal with these outside influences (Boonstra,2023).

Perhaps even though organisational development (OD) is an effective strategy for changing an organisation, individuals must remain aware of its inherent obstacles and take other methodologies into account when necessary.

The importance of meeting the strategic needs of the organization case but also other stakeholders beyond the shareholder

The accomplishments and continued existence of an organisation depend on satisfying its long-term strategic requirements, although it\’s also critical that it considers externalinput of stakeholders\’ desires andobjectives into account. Strategies in organisational development (OD) can be crucial in resolving various issues among stakeholders while crafting a more accessible and long-lasting organisational environment.

As an illustration, an OD strategy that stresses improving inclusiveness, equality, and diversity may assist the organisation inmore effectively satisfying the demands of its various constituents, including its staff, consumers, and stakeholders. The company may boost worker satisfaction, recruit and retain, even more, broaden thepool of skilled workers, and strengthen deeper connections between its clients and vendors who belong to a variety of experiences by fostering a work environment that is more inclusive and diverse (Bundy, Vogel, and Zachary, 2018).

Additionally, a sustainability-focused marketing strategy may assist the organisation in achieving the desires of its valuablestakeholders like local populations, the surrounding organisations, and legislators. The company may establish stronger links with these stakeholders, enhance its credibility, and assist in developing a more environmentally friendly future through employing practices that are environmentally friendly and minimising its negative environmental impact.

Paying an inclusive and collaborative approach to OD to successfully satisfy the requirements of the organisation and its clientele. This can entail interacting with its stakeholders to learn about their preferences and requirements, including them in the planning and carrying out of OD procedures, as well as ensuring everyone is aware of what these measures will accomplish. Therefore, regardless of these barriers, organisations that prioritise the requirements of stakeholders and use organisational development efforts to address such requirements are capable of generatinglong-lasting company growth and developmentthat is more durable, resilient, and prosperous (Bocken, and Geradts, 2020).

Organizations may build an additional fair and sustainable tomorrow for their members and all of their clientele by adopting a more comprehensive and welcoming policy regarding organisational development and change.

Recommendation

Justify your recommendations by supporting evidence

The suggestions that follow are capable of being made based on the subject of addressing the long-term objectives of the organisation and other parties involved besides the member of the company:

• Leadership Development: It may be essential for funding initiatives that highlight the significance of external accountability and involvement. The authorities must get training to help individuals comply with a stakeholder-focused mindset, which appreciates and takes into account the demands of every stakeholder when arriving at conclusions.

According to data, organisations with strong stakeholder interactions and ethical managerial practices carry out more effectively in terms of finances, take part in their workforces more effectively, and can survive over the long term (Kaur, and Arora, 2020).

• Organisational Cultural factors: Establishing a working environment where the needs of stakeholders are given the greatest importance may serve as a key factor in the long-term achievement of an organisation.

Different points of view ought to be acknowledged and accepted in an organisation that values openness, responsibility, and diversity. As a result, this can be accomplished by using strategies like compatible involvement of stakeholders, readily accessible means for interactions, and equitable and varied hiring practices.

Organizations that have robust stakeholder engagement practices have higher rates of retention and engagement among staff members, according to research (Auger, 2023).

• Employee Encouragement and Job Satisfaction: Workers are more motivated by and pleased in their jobs when they believe that their work has played ameaningful role incontributing to the bigger picture of organizational growth and development. The organization\’s commitment to theinvolvement of stakeholders, accountability, and the essential part that workers play in achieving organizationalobjectives must be made clear by managers.

This can be accomplished by acknowledging worker contributions towards stakeholder engagement frequently.Based on research, organisations with a high degree of engagement among workers carry out more profitably along with having greater client retention (Nissan and Gallup, 2021).

In terms of conclusion, organisations may enjoy big rewards from prioritising stakeholder demands and utilising initiatives that improve organisational norms, motivation among staff members, and job fulfilment.

Action Plan

Following is an actionable plan for addressing the organisational strategic requirements:

• Identify the crucial role of stakeholders: Begin by determining everything that stakeholdershave been influenced by the organization\’s management. Customers, staff, suppliers, surrounding neighbourhoods, and the natural world can all be considered in this.
• Recognize stakeholder needs: After interested parties have been detected, obtain information and feedback on their requirements and desired outcomes. This can be accomplished by employing questionnaires, interviews, target groups, or various other kinds of participation from stakeholders who could be involved (Baur, Harris, and Squire, 2017).
• Create a plan for stakeholder participation framework: Concerning the data obtained, create a thorough stakeholder participation agenda outlining the organization\’s interaction with its participants, covering the frequency of interaction, communication routes, and success metrics.
• Integrate organisational objectives along with itsstakeholder requirements: Assure that the organizational objectives must align, following the requirements and desires of stakeholders. That is capable of being accomplished by regularly reviewing and evaluating organisational strategies and programmes.
• Invest in leadership cultivation programs:That take place with a strong emphasis on stakeholder involvement and accountability. The following can include chances to receive professional growth and training, mentoring and coaching, as well as evaluation standards that take stakeholder engagement into account (Albandari, 2021).
• Foster a culture of stakeholder engagement: Build an atmosphere that acknowledges stakeholders\’ accountability and involvement by cultivating this sort of environment. Such may be accomplished through encouraging and reinforcing involvement among stakeholders using direct interaction, diversity, acknowledgement, and reward structures.

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References

AIHR, 2023. What is Organizational Development? A Complete Guide(online). Accessed from accessed on 29/04/2023

Albandari, M.S.A., 2021.A Study of the Impact of Leadership Development Programme on Transformational Leadership, Innovation Culture and Organisational Performance at an Oil and Gas Company in Oman. University of Wales Trinity Saint David (United Kingdom).

Auger, G.A., 2023. Granting organizations. InThe Routledge Handbook of Nonprofit Communication(pp. 125-132). Routledge.

Baur, C., Harris, L. and Squire, E., 2017. The US National Action Plan to improve health literacy: a model for positive organizational change.Stud Health Technol Inform,240, pp.186-202.

Baur, C., Harris, L. and Squire, E., 2017. The US National Action Plan to improve health literacy: a model for positive organizational change.Stud Health Technol Inform,240, pp.186-202.

Bocken, N.M. and Geradts, T.H., 2020. Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities.Long range planning,53(4), p.101950.

Boonstra, J., 2023. Reflections: From planned change to playful transformations.Journal of Change Management,23(1), pp.12-31.

Bundy, J., Vogel, R.M. and Zachary, M.A., 2018. Organization–stakeholder fit: A dynamic theory of cooperation, compromise, and conflict between an organization and its stakeholders.Strategic Management Journal,39(2), pp.476-501.

Burke, W.W., 2022. Organization development. InOxford Research Encyclopedia of Psychology.

Coghlan, D., Shani, A.B. and Hay, G.W., 2019. Toward a social science philosophy of organization development and change. InResearch in organizational change and development(pp. 1-29). Emerald Publishing Limited.

Garbanzo-Vargas, G.M., 2016. Organizational development and change processes in educational institutions, a challenge for the management of education.RevistaEducación,40(1), pp.67-87.

Haerizadeh, M., 2022. Bridging organizational performance gaps using the EFQM excellence model.Quality Management Journal,29(4), pp.248-266.

Hodges, J., 2017.Consultancy, organizational development and change: a practical guide to delivering value. Kogan Page Publishers.

Kaur, N. and Arora, P., 2020. Acknowledging gender diversity and inclusion as key to organizational growth: a review and trends.Journal of Critical Reviews,7(6), pp.125-131.

Min, B.H. and Oh, Y., 2020. How do performance gaps affect improvement in organizational performance? Exploring the mediating roles of proactive activities.Public Performance & Management Review,43(4), pp.766-789.

Nissan, M.E. and Gallup, S.P., 2021.Developing a Formal Navy Knowledge Management Process. Naval Postgraduate School Monterey Ca.

Singh, R. and Ramdeo, S., 2020.Leading organizational development and change: Principles and contextual perspectives. Springer Nature.

Waddell, D., Creed, A., Cummings, T.G. and Worley, C.G., 2019.Organisational change: Development and transformation. Cengage AU.

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