...the world continues to change and the magnitude, speed, influence, as well as the unpredictability of change, are greater than ever before in today’s society (Burnes, 2009; Cameron and Green, 2015). To keep up with the rapidly changing world and enable the organizations to survive in the competitive market, undertaking the change and managing the change across the organizations has become a crucial topic (Kumavat, 2012). Organizational leaders play an important role in managing the change, and they are encouraged to lead rather than manage (Cameron and Green, 2015). Although there are many definitions of leadership, it is possible to describe leadership as ‘a process whereby an individual influences a group of individuals to achieve a common goal’ (Northouse, 2013). It is leaders’ responsibility to identify the need for change, to plan carefully, and to lead others to implement the change in organizations. Numerous approaches and models have already been developed, attempting to help manage change effectively. The aim of this essay is to assess the three approaches of leading change in organizations: the planned approach, Organization Development and the emergent approach. It begins with an understanding and evaluation of these three approaches. By comparing these approaches, there will be potential to get some implications for implementing the change in organizations. Evaluation of the Three Approaches The Planned Approach Planned change was first put forward by...
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...Module: Managing Organisational Change (HRMG5027) Tutors’ names: Dr Deborah Price & Dr Jenna Ward Student Name: Yu Kang Student Number: P10506959 Word counts: 3438 Submitted Date: 17/05/2013 Introduction Everything in this world is moving and changing including organization. Organizational change occurs as a reaction to an ever-changing environment, a response to a current crisis situation, or is triggered by a leader (Jones, 2004). In 1947, K Lewin indicated that group life is never without change, which means that change has been a necessary process during the organizational development which is mentioned as a planned change process, managed from the top, taking into account both the technical and the human sides of the organization by Schien(1992). The ex-British Prime Minister named Benjamin Disraeli (1804-1881) (B. Senior and S. Swailes, 2010) explained that ‘change is inevitable in a progressive country’, he also considers that ‘only change is constant’. Being proved by Collins (1998), Huff and Huff (2000), Organization change is one of perennial issues in organization and management theory. However, the type of organizational change is not unique, Strebel (1996) illustrates that change may be a constant but it is not always the same, in addition, Grundy (1993) indicates that there are three varieties of change including Discontinuous, ‘smooth’ incremental and ‘bumpy’ incremental change which are separated by the rate of change (Figure 1). Some authors believe...
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...events show that Organizational change is vital to a co This is well backed up by theories and research papers where every Applying the change is key, as we live in an era of globalization and the organizations need to cope with dynamic and inevitable changes which take place very often. The two most basic forms of change are “planned change” and “unplanned change”. Planned change is a change that results from an intentional decision to adjust the organization. This type of change usually tries to modify the traditional hierarchical structure of an organization for a better and a more complete approach. Unplanned change is a change imposed on an organization and is often unexpected by the organization. Responsiveness to unplanned changes requires tremendous flexibility and adaptability on the part of the organizations. Internal and external factors, referred as “Forces for change” are the causes behind a planned change or an unplanned change. An internal force of change occurs from internal sources, such as employees or company performance. An external force of change occurs from an outside influence on the organization. Robert W. Swaim studied in details the different reasons that will lead to an organizational change. (Swaim, 2011). The first reason is crisis. This can take different form such as Political, social, financial or religious. For example, the 11 September attacks in the United States have forced diffeine companies to change in the form they operate. This...
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...effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a “planned change-corporate diversity strategy”. The lack of a “planned change-corporate diversity strategy” is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this definition allows for the frameworks offered to be applied to any type of organizational ...
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...Society Dear Dr. Funder, Planned Parenthood Organizations have been dealing with sexual health related issues such as pregnancies and sexual health education dating back to 1916. Throughout the years since then many things have changed, and many of the changes came from Margaret Sanger, who at that time opened many doors for women back then. Women that were not allowed to do anything about unwanted pregnancies, such as using the birth control pill. In the 1960’s the birth control pill was put on shelves and one in every four women were taking in. As the years continued many other aspects would change as well. The Planned Parenthood organization are in place to help families, women, men, adolescent, and children with education, sexual health questions, and even deal with other pregnancy services. The services will come to many that cannot afford proper health care to little or no cost at all. The Planned Parenthood organization’s mission statement is as follows: “A Reason for being”. The mission statement is in place to show individuals of any race, gender, or ethnicity that help is available to them, and each of the individuals that come into the organization all over the world will be free from any harassment or judgment. Respect and values plays an important role within the Planned Parenthood organizations, and each of the qualified employees or volunteers plan to keep it that way. Long term goals that the Planned Parenthood organization would like to implement would...
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...Source:timreview Date: April 2013 Overview This article is the interview between Asia Defense Journal (ADJ) journalist with Chief of the Malaysian Army (TD) during recent Langkawi International Maritime and Aerospace exhibition (LIMA). The topic discussed during the interview is on TD transformation planned. The transformation of TD is based on “ARMY 2 10 Plus 10” planned which started in 2004 and will continue until 2020 and beyond. The focus of this transformation planned is strategic transformation on the changes of equipment to cope up with current environment; the changes in threat and technological advancement on military hardware act as driving force for TD transformation. The transformation focuses on training and operational equipment together. However this transformation planned is not definite because of uncertain financial budget. TD could not decide on the equipment early on and must wait for the approve budget. Other than uncertain budget, Army also faces with the problem of underperforming contractors which resulted in delay in delivery and cancellation of project. Issues The transformation planning is not details enough since the type of equipment that going to be change or procure could not be decided earlier due to uncertain financial allocation that will be provided by the government. The loose planning may spell disaster in the process of transformation. The underperforming contractors also raised the eyebrows; where contract had been terminated which cause...
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...Action Research Model The action research model focuses on planned change as a cyclical process in which initial research about the organization provides information to guide subsequent action. Then the results of the action are assessed to provide further information to guide further action, and so on. This iterative (iterate means to repeat) cycle of research and action involves considerable collaboration among organization members and OD practitioners. It places heavy emphasis on data gathering and diagnosis prior to action planning and implementation, as well as careful evaluation of results after action is taken. Action research is traditionally aimed both at helping specific organizations to implement planned change and at developing more general knowledge that can be applied to other change and settings. Although action research was originally developed to have this dual focus on knowledge, it has been adapted to OD efforts in which the major emphasis is on planned change. Figure 2.1 (B) shows the cyclical phases of planned change as defined by the original research method. The main steps involved are: 1. Entry (Problem identification): This stage usually begins when a key executive in the organization or someone with power and influence senses that the organization has one or more problems that might be solved with the help of an OD practitioner. Contact between the consultant and client is what initiates the entry phase. After the contact, the consultant and...
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...VISIONS FOR ORGANIATIONS TO SUCCEED Changes in organizations include external forces of economic, political, and cultural forces with technological resources. Internal forces will change by new leadership or programs to help the organizations run more efficiently amongst the different departments in the culture of the organization that brings the required product and service to fruition on the market. Types of changes in an organization can be planned, unplanned, evolutionary, and frame breaking. There are a couple theories that have been fore planned to help the businesses run with a goal and direction (Nahavandi, 2012). The most successful outline for change in an organization is the strategy by Psychologist Kurt Lewin. His theory suggests that first you Unfreeze the current administration. Becoming aware of the current failures and unprofitable markets. Second The Changing Implementation which concerns Implementing the changes in the Organizations whether its Human Resource directed or new programs to be installed for the Information Department (IT). The changing directive also requires constant positive criticism and critical thinking awareness on active participation creativity while the innovation is being processed. The third is the Freezing of the Change into place within the business by supporting the nature of the behavior of the company and the way its running. Supporting and funding the programs needed to access constructive results...
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...Phoenix Material Management Response to Change Worksheet Part A: In the boxes, provide descriptions of the six different perspectives for response to change. Then, prepare the generic response you would provide, as a manager, as a response to change in that particular perspective. Manager responses to each perspective should be at least 100- to 200-words. The Management Response to Change Worksheet is due in Week Two. Organizational Renewal Description: Manager response to change: System Approach Description: Manager response to change: Sociotechnical System Description: Manager response to change: Future Shock Description: Manager response to change: Organizational Transformation and Development Description: Manager response to change: Planned Change Description: Manager response to change: Part B: Respond to the following questions in 150- to 300-words: • How does corporate culture affect management responses to change? What is the role of management? • As a manager, how do OD goals and values relate to the cultural role of management? Just like anyone else, managers are drawn to people just like themselves. It seems common that managers tend to hire new people who are just like themselves. So then the organizational culture within in an organization is continually reinforced by newly hired...
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...What is Organizational Development? Organizational Development An organization includes any situation in which two or more persons are involved in a common pursuit or objective. Based on this informal definition then we would like to start our discussion with an assumption that organizations, just like human beings, have cycles of development, each characterized by its specific problems, crises and ways to overcome them. In essence then, Organizational Development is a planned system of change in pursuit of the organization staying relevant to the evolving stakeholder’s needs and environment of operation. Organizational Development is the future readiness of an organization to meet change and a thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. Organizational Development deals with improving a company’s performance and individual development of its employees. Organization development is an ongoing, systematic process of implementing effective organizational change. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of...
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...Managing Organizational Change A comparative and critical analysis of the articles “The work of leadership” by Ronald A. Heifetz and Donald L. Laurie and “Leading change: Why transformation efforts fail” by John P. Kotter Introduction Organizations operate in an increasingly complex and dynamic environment, where change occurs continuously. The automotive industry, the health care and biotech industry, financial services, telecommunication and media companies, commodities manufacturers and internet companies have nothing in common but the need to face profound and dramatic change to stay competitive in today’s business world. This context poses a serious challenge to the management of all the existing organizations, that is the need to manage change well in order to achieve long-term success in the transformation processes. Indeed, transformations are perceived to be critical for organizational success and achievement of sustainable competitive advantage. Successful transformations, however, require leadership. Indeed, any change process requires the creation of a new vision and a new set of rules that has to be eventually institutionalized and rooted in social norms, and shared values of the organization: leaders, not managers (whose task is that of maintaining the current system operating at its best) are those in charge of leading change. Successful leaders recognize and understand the opportunities and challenges that come with change. This being said, both “The work...
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...October 30, 2012 Application 2-1 “ Planned Change at the San Diego County Regional Airport Authority” This case offers you the opportunity to identify and understand how each step of planned change is manifested in the application. It also describes how the plan evolves and adjusts during the transition. Question #1. Identify and describe the steps of the planned change process a) Recognize the need for change. The top management level recognized the need of a change. The San Diego County Regional Airport Authority (SDCRAA) was created by a California state law in October 2001. In this case, the change was motivated for the need to be seen differently in the marketplace. b) Develop the goals of the change. It was necessary to determine the importance of the change. Two broad but interdependent categories of initial activity emerged: developing the transition plan and dealing with the legal and regulatory issues. Both problems and improvement chances were evaluated and made. The group lead by Thella Bowens understood the importance of SDCRAA quickly becoming a standalone agency and recommended revising the existing strategic plan, to hire staff to research, discuss, and create a transition plan, and to conduct retreats with employees from multiple organization levels. c) Select a change agent. The change agent is the person who takes leadership responsibility to implement planned change. Thella Bowens was the senior director of the Aviation Division within the...
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...The ABC’s of Failure – Getting Rid of the Noise in Your System For the past 40 years, I have observed many companies, including DuPont (where I spent 27 years) pursuing planned maintenance with the standard tools of planned maintenance: inspections, planning, scheduling, materials procurement, CMMS systems, etc. with the same results. They succeed for a while and get their percent planned and scheduled maintenance up to the 80+ only to see that drop back later to 60 I am amazed how many of the companies we work with have had this experience. This pattern of behavior has led us to conclude that the reason for this experience is that only 60% of the normal work of maintenance is inherently plannable. The rest of the work is created by random acts of what we are now calling care-lessness. The sites where we see people break this pattern and achieve 92% to 96% planned maintenance for the long term without regressing, are the ones who eliminate the inherently unplannable work. Of course, this cannot be done by maintenance alone. Everyone who does work at a site contributes to the defects that create the unplannable work, and therefore everyone must participate in eliminating the defects that create the 40% of the work that is unplannable. In the diagram below we attempt to more clearly articulate the true significance of Defect Elimination by outlining the ABC’s of failure. Fundamentally, failures happen because things that exist are not perfect. To reduce failures we must eliminate...
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...Resources Management. • Students should know the basic concept of change and development. Textbooks (or Course Materials) with Edition Organizational Development & Change By: Dianne M Waddell, Thomas G Cummings & Christopher G Worley Course Description Course is specifically designed to around change management and organizational development interventions around human and other organizational aspects. Reference Material Harvard business review and case studies Course Objectives: The course is about the study of behavioral science techniques to improve organizational health and effectiveness, internal relationships and problem-solving capabilities. Organizational learning, transition processes, changing values, diversity of labor forces and other challenges put forward by globalization are some of the topics discussed. Course Outcomes: • Establishing relationships with key personnel in the organization (often called "entering" and "contracting" with the organization); • Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization ("diagnosing" the systems in the organization); • Identifying approaches (or "interventions") to improve effectiveness of the organization and its people; • Applying approaches to improve effectiveness (methods of "planned change" in the organization), • Evaluating the ongoing effectiveness of the approaches and...
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...Background on Planned Parenthood Planned Parenthood Federation of America (PPFA) is a non-profit organization, which is dedicated to providing sexual education and access to reproductive health care services. The organization was founded in 1916 and is known for its active participation in lobbying for the policies that enable Americans to access comprehensive reproductive and sexual health care, education, and information. Cecile Richards, daughter of the first female governor of Texas, Democrat Ann Richards a well-known feminist and political activist became its president in 2006. 1 in every 5 women would use Planned Parenthood service during her lifetime. Educational programs were made available to nearly 1.2 million youths and adults...
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