MMH707 Organisational Development and Change Editing Services

Topic 1

An organization represents a system tha;t depends on the various interdependent internal control and external factors that propels the organization towards change (Rothaermel 2015). The external forces include:

1. Political Factors: They represent how changes in political scenario and the upheavals on a global scale force the organization to undergo changes in terms of policies, regulation and economic framework.

2. Economic Factors:They lead to organizational change by putting forward growing uncertainties and competitive pressures.

3. Technological Factors: This involves technological innovations and advancements helped in revolutionizing the organizational function by adopting new means of working

The internal forces leading to the organizational change includes the presence of the systematic forces, inadequacy of the existing administrative process, individual speculations and structural and technological changes (Chrisman et al. 2013). It also includes the competencies of the employees, the issues with profitability and the limitation of resources.

Topic 2

1. Fine-tuning (anticipatory and incremental)

There are organizations that either fine tunes or undergoes reorientation as anticipatory measures for facing environmental pressures (Cummings and Worley 2014). However, fine tuning represents implementations of the incremental changes that focus on the individual components that have a goal of regaining or maintaining congruence.  

2. Adaptation (reactive and incremental)

Changes that takes place in reaction to a specific or change of events is known as the reactive change. This change takes place when there is an increase or decrease in demand of the services or the products of the company. It is also a response to the crisis or the problematic situation that the organization faces.

3. Re-orientation (anticipatory and discontinuous)

Reorientation involves change in the organization from its existing state to the futuristic desired state that acts as anticipatory measure before taking into consideration the entire transition process.

4. Re-creation (reactive and discontinuous)

Recreation also refers to the reactive change involving the entire organization. This takes place during a stage when the organization undergoes a serious crisis( Dionysiou and Tsoukas 2013).

Adaptation represents the most successful change since it is an incremental change in response to the external events. For instance, external events like the newer technology and action of the competitors requires a response in the form of an organizational change.

Topic 3

1. Choice of Change Agent:

The problem with the choice of the change agent lay in choosing the appropriate person who can finally initiate the change (Carnall 2018). The choice of the agent should be such that he/she possesses the capability of working through any obstacles.

2. Quality of the Change Relationship

In determining the quality of change relationship the problem lay in the navigation of politics. It is very important to act as a manipulative dealmaker and the effective approach towards politics should lie somewhere between exploitation and ignorance. The challenge lies in choosing the power of leveraging without causing damage to relationships.

3. Identification of the Group to be Targeted for Change

In identifying the targeted group the problem lay in looking for the current base of customers, checking out the level of competition, in choosing the particular demographics and the psychographics of the target and in the evaluation of the decision.

4. Specification of the Change Issues

The problems faced in the specification of change issues include challenges in bringing a new leader in the helm of employee resistance, undertake proper communication regarding a change, establishing a new system based on the client or customer complaint and bringing about a swift change without proper intimation to staffs.

Topic 4

1. Symptoms of Resistance Experienced

Users who doesn’t have interest in learning new technology

Users who claims of not having much time

Users who are happy with existing platforms

2. Have you experienced both Active and Passive forms?

Yes, they were present in both active and passive forms

3. Have you experienced them as a Resistor yourself (as a recipient of change)?

No

4. Have you experienced them as someone responsible for the Management of Change (as an initiator of change)?

Yes

5. Things that could be done differently

These include (Buckingham and Coffman 2014):

By applying effective management to a project from the beginning

Expecting the resistance to the change and implementing suitable measures

Consider managing the resistance to change as a sole reactive tactic for the practitioners of change management.

Identification of the root causes of resistance

Engaging the right kind of resistance manager

Topic 5

The organization under discussion has undergone a transformational change (Cameron and Green 2015). This type of organizational change primarily targets the organizational strategy of the company. The effectiveness of the strategies used for implementing the change lies in the measurement, communication, involvement, organizational structure, education and training, resourcing and the accountability process.

While shaping the change strategy, the organization failed to estimate the type and the amount of resistance. It also failed to determine the position of initiators against the resistors based on the trust and power. The organization also failed to determine the relevant date for designing change and the required energy for its implementation. The organization also failed to consider the amount of stake involved that includes determining both the presence and the lack of presence related to crisis and the consequences of the resistance.

Topic 6

1. What specifically has impacted your thinking during the unit and why?

The thing that has really impacted my thought process is that managing change is difficult. This is because; it involves tackling various priorities simultaneously and involves little agreement. Time is also a key factor in determining transformation initiative.

2.How will it/does it inform your practice as an evidence-based practitioner?

As evidence based practitioner it helps informing the practice by finding evidence or information in answering the question and in critically appraising the evidence and information.

3. Topics presented in the unit that resonates best with you.

Topic 5 that deals with people and culture resonates best with me.

Implications for Acting in Future

As a change manager I would like to focus on the people side of the change in future that included the changes to the business processes, technology and systems, organizational structures and job roles.

4. Idea to Managing Organizational Change, what would be your Contribution?

Building coalitions of change that creates an appeal to the self interest of the people. As a practicing change manager, I will try to maintain the quality of the overall process of change management (Hornstein 2015).

5. Actions Necessary for Successful Change Management Process and Ratings Provided

This includes:

Communication and Communication planning; Rating- Very Poor

Development of training and delivery; Rating- Poor

Management of Resistance; Rating – Very Poor

Corrective Action and Employee Feedback- Poor

Steps taken for developing capacity in this regard are as follows:

By documenting the current change

By reviewing the current metrics:

Watching out for the trending request, incident and problems

By forming a capacity management community of practice

References:

1. Buckingham, M. and Coffman, C., 2014. First, break all the rules: What the world's greatest managers do differently. Simon and Schuster.
2. Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
3. Carnall, C., 2018. Managing change. Routledge.
4. Chrisman, J.J., Sharma, P., Steier, L.P. and Chua, J.H., 2013. The influence of family goals, governance, and resources on firm outcomes. Entrepreneurship Theory and Practice, 37(6), pp.1249-1261.
5. Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
6. Dionysiou, D.D. and Tsoukas, H., 2013. Understanding the (re) creation of routines from within: A symbolic interactionist perspective. Academy of Management Review, 38(2), pp.181-205.
7. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
8. Rothaermel, F.T., 2015. Strategic management. McGraw-Hill Education.