Organizational Development (OD) has become more and more important for today’s organizations because the world is moving so fast that organizations have to find ways to be more effective, more innovation, more customer-driven, and more agile. Cumming and Worley (1997) define organizational development as “a process that applies a broad range of behavior science knowledge and practices to help organizations build their capacity to change and to achieve greater effectiveness” (p. 1). Therefore, OD will help organizations understand how people act to change and which change methods can work with the resistance to change that usually occurs in organizations undergoing change. As my concentration of SPS program is organizational development, it is important to study Organizational Intervention & Change Implementation in order to know how to operate and make use of change methods that seem to be vital in solving any problems that arise.
What I First Learned about the Course
In this course, I have learned that the change methods could be divided into four purposes: adaptable, planning, structuring, improving, and supportive (Holman, Devane, & Cady, 2007). In addition to the purpose, Holman, Devane, and Cady (2007) assert that individuals and organizations need to consider type of system, event size, duration, cycle, and practitioner preparation, and special resource needs. Since there are many methods to learn about, the paper of IIMT helped me to deeply understand methods that I thought they were interesting. I chose to study Appreciative Inquiry of adaptable methods, Scenario Thinking of planning methods, Participative Design Workshop of structuring methods, and The Six Sigma Approach of improving methods. In doing this assignment, ...
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... experiences and information related with the issues. This was my first time to involve in fishbowl conversation and I found that it was an simple, effective technique to build trust and mutual understanding and to improve the relationship among members.
Overall, the study of Organizational Intervention & Change Implementation through reading the book, attending the class, doing assignments such as IIMT and TIMPF, partaking in the process of organizational interventions, and having a fishbowl conversation help me to be very knowledgeable about change models, to effectively work in team, and to gain learning from classmates’ experiences and expertise. More importantly, I have gained ton of confidence in areas where I had little or no experience before. Now, I can have an ability to diagnose an organization’s problems and implement the appropriate change methods.
Rouda, R. H., & Kusy, M. E., Jr. (1996, May 4). MANAGING CHANGE WITH LARGE-SCALE, REAL-TIME INTERVENTIONS. Tappi Journal. Retrieved from http://alumnus.caltech.edu/~rouda/T5_LSRTOD.html
...e, L. & Roberto, M. (2005, Summer). The art of making change initiatives stick: the seeds of effective change must be planted by embedding procedural and behavioral changes in an organization long before the initiative is launched. MIT Sloan Management Review, 46(4), 53-60.
Smithfield Foods is a global manufacturer that produces and processes pork. The company employs 52,000 people and has offices in the United States and Europe.
John Kotter’s Change Theory is an eight-step process that can guide any leader on how to effectively facilitate change within their organization (Kotter, 2018). The theory was created after Kotter observed over
Traditional organizational approaches to organizational development emerged from behavioral research undertaken after World War II. That research led to the development in the late 1940’s and 1950’s of behavioral development strategies such as sensitivity training, survey feedback, socio-technical systems, and quality management.
Organization development (OD) is (1) a planned process of change (2) using behavioral science (3) in an organization-wide process (4) utilizing a systematic approach (5) to problem-solving with a the goal of improving the effectiveness of the organization. (Borkowski, 2005).
Change theory is directed at improvement processes and helps to identify the strategies for process change and it allows the use of theory for the incorporation of strategies, plans, and evaluation. Furthermore, it supports and reinforces the individual efforts of colleagues during the change process. It also allows for risk taking in assuming the role of change agent.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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.
Successful change enablers rely on a tremendous use of tools that work. The most powerful tool that an organization uses to implement organizational change that’s effective is Lawin’s simple three-step ch...
Organizational learning is learning about learning. The outcome will be a renewed connection between employees and their work, which will spur the organization to create a future for itself (Braham 1996)
These interventions focus on an organization 's technologyand structure.These change methods are receiving increasing attention in OD, especially in light of current concerns about productivity and organizational effectiveness.
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).