Organizational Development and Change Discussion & Responses
TOPIC: What changes and what does not?
PROMPT:
After reviewing the contents of chapter 7 and the additional reading, offer any point(s) of interest you learned, gleaned from the two pieces of published work.
What jumped out at you from reading the article?
What part of it intrigued you to adopt as an agent of change?
Share your own words, supported by these or other sources (two minimum).
Hint: You may wish to share information about your selected company?
Make sure you support your thoughts with credible sources of information you may find via LIRN.
PROFESSORS GUIDANCE FOR THIS WEEK’S LE:
To understand what changes and what does not change, we should continue to observe others and reflect on ourselves.
The need for change does not always indicate the possibility of change, and the possibility of change does not always indicate the occurrence of the change.
Try to discuss these concepts of change by reading your coursebook and the
NOTE:
- Post your 300-400 word answers .
- Offer at least two 200-300 word comments (replies) to posts from your peers discussions
- When using credible academic/scientific sources for your learning engagement (LE), be sure to include a section at the end of your main LE as “personal analysis” to comment based on what you have learned from your textbooks, classes, and previous academic/professional experiences.
- As an MBA student, your personal analysis is very important to me.
- You should be able to reach a personal conclusion by summarizing your knowledge and experience in scientific and professional situations.
student 1 vivian
Much is expected when change is a new wave in an organization, and according to the article, it takes a toll on both the leaders and workers.
No company seeks to fail. That is why they seek change to become better off, but success is not the case for most organizations as some fail and others succeed and achieve lasting results. (Jim Hermerling, Julie Kilmann, and Dave Matthews, 2018).
To achieve a successful transformation, said organizations need to determine the right strategic policies; should more employees be hired?
What type of motivation is set in place?
This article clearly explains that there isn’t one method or strategy that can be used to achieve the desired transformation.
Using a human-centric approach entails plans that will boost the efficiency of the workforce and human resources.
Being human-centric has to do with integrating human characteristics like empathy, fairness, reciprocity, kindness, and compassion into business strategy. (dducheyene, 2014).
THE DISTINCTION: THE NEW ERA APPROACH FROM THE TRADITIONAL APPROACH
The head focuses on solutions, implementing strategies to get the work done. They secure the alignment and commitment of the leadership team.
And they establish and communicate a compelling case for change, internally and externally.
The heart approach expands the fact that intentions are important.
The leaders put as much as they can into the organization, expecting the employees to.
Workers in this approach hopefully would be intrinsically and extrinsically motivated.
Organizations can create this condition through a set of heart “practices.”
What does this mean? Leaders invest time and energy in articulating, activating, and embedding the organization’s purpose.
In the hands of the leaders, plans are executed. Authority is given to the senior leaders to achieve agendas.
They ensure disciplined execution by equipping teams with the resources they need to make sound, prompt decisions.
Companies also apply innovative methods and digital tools and institute agile ways of working, to accelerate output, remove impediments, and enable end-to-end focus on the customer.
Organizational change
A typology of organizational change developed from the literature is presented.
This typology is later used in the paper to reveal the characteristics of change management in the studied ITIL implementation cases.
Change management approaches
Planned change
Planned change is a proactive approach to organizational change predominantly driven by the organization’s leadership (Buono and Kerber, 2010).
Intentional change describes the purposeful progression of activities that shift an organization to a necessary condition meeting specific objectives (Linstead et al., 2004).
Planned change has also been described as the intentional moving of the organization from the current state to a preferred state to achieve set goals (Ford and Greer, 2005).
Planned change occurs when an organization applies a set process and takes appropriate actions to change the organization regarding how it operates, its conditions, and its structure (Ford and Greer, 2005).
The intention is that an organization identifies the requirement for change and initiates appropriate actions before the need for the change occurs (Linstead et al., 2004).
A planned change approach enables the inclusion of the necessary participants during the planning stage, thereby possibly increasing the support for the change and subsequently increasing the opportunity for the success of the change (Kerber and Buono, 2005).
Emergent change
Planned change and organizational development began to receive criticism from the 1980s, new and different change theories emerged (Burnes, 2009).
The emergent change recognizes that change does not occur as a once-off event but is ongoing and unpredictable (Burnes, 2009).
From an emergent change perspective, change does not happen as unique occurrences.
Instead, change is a constant requirement of realignments and readjustments of the organization that cannot be predicted.
In this way, the organization changes to adjust to changes in its environment (Burnes and By, 2012).
Whereas planned change is formal, emergent change is ad hoc and informal.
A planned approach to change does not involve power struggles and organizational politics (Shanley, 2007).
In contrast, the emergent change approach is predicated on a belief that the result of the change is not decided by agreement and cooperation but by conflicts involving power (Burnes, 2004a).
By (2005) stated that “the emergent approach to change is more concerned with change readiness and facilitating for change than to provide specific pre-planned steps for each change project and initiative” (p. 375).
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REFERENCES
Blumberg, Malcolm; Cater-Steel, Aileen; Rajaeian, Mohammad Mehdi; Soar, Jeffrey effective organizational change, 2019- LIRN
Retrieved November 2021
About human-centric- (Dducheyene 2014) Retrieved November 2021
Twelve ways a human-centric approach to data can improve the world. Kimmy Bettinger
