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Use of Different Organisational Development Techniques to Lead Organisational Change

Discuss about the Organisational Change Management for Organisational Efficiency.

A manger can be understood as a person who is responsible for organisational task and operations. There is usually certain staff of individuals who used to report the manager for their respective activities. The management can be explained as the effective coordination and the organisation of the business activities and operations for the accomplishment of the set goals and objectives. There is vital importance of managers and effective management in achieving organisational efficiency and long-term sustainability (Mintzberg, 2004). Another vital aspect in the organisations is leadership as with the help of improved and competent leadership, the organisation can achieve high employee involvement and organisational development as the leaders influences the organisational employees to work efficiently (Yukl, 2002). There is a difference between management and leadership as the management focuses upon all the business activities and departments of the organisation whereas in leaderships the primary focus is upon the people. To achieve rapid organisational development, the managers take use of various strategies and techniques for having successful organisational change (Zaugg and Thom, 2002). When any organisational change takes place, there is increased involvement of the employees. And it is essential to have their engagement so that there cab effective implementation of organisational change and hence there can be attained improved organisational development.

When any kind of organisational change takes place, there is essential need to manage it effectively. The organisation plans for numerous strategies and approaches for managing these changes so that it may offer positive implications only. There are various strategies for managing change such as every change should initiate by setting a goal statement which is required to be attained from implementing the change in the organisation. It is also essential that, the change should be first implement at the top level sp that the subordinates as well as the grass root level employees also easily get fascinated to adapt the change (Hayes, 2014). Secondly strategy is that there must be taken feedback from the employees regarding the implementations of the change so that they can share their views and issues with the management. This feedback is required to take before the initiation of the cahnbge program. It is also a part of the strategy to explain the need, benefits and impacts of the organisational change over the employees, so that they can remain prepare for working in a changed organisation (Anderson and Anderson, 2010). 

Conclusion

(Jurevicius, 2013)

According to the McKinsey 7s model of organisational design, there are seven different aspects in this tool for analysing the organisational design of the company. The model explains the hard and the soft elements which includes 3 hard elements i.e. systems, structure and strategy and the 4 soft elements comprises of shared values, style, staff and skills. The mangers can take use of these hard and soft elements in managing the organisational changes. The hard elements can be used in a more direct manner as in the strategy; there is development of a plan for the effective implementation of the change and to attain higher competitive benefits (Hanafizadeh and Ravasan, 2011). The reason behind the models or frameworks of organisational design is for improving the organisational performance, for examining and analysing the impacts of future changes within an organisation, for having alignment of the processes and the departments at the time of acquisition or mergers and determining the best way of implementing a proposed and planned strategy. The hard elements are more concerned with the organisation and its relative success whereas the soft elements have their primary focus upon the individuals and their development and satisfaction (Bhatti, 2011).

There is also vital importance of employee buy-in the organisational change process. The employee buy-in can be understand as an approach of program by which there is increased involvement and engagement of the employees in the organisation and the organisational operations. The concept of employee buy-in is very much essential in present scenario and current business operations (Kotter, 2012). When an employee buys into the organisational mission and objective, then they act as the driving forces for the accomplishment of the mission.  Whereas if the employees does not buy in, then it is assumed that they are working opposite to the organisational mission which restricts the organisation in rapid attainment of the organisational goals. The employee participation and employee buy-in are recognized as the two main keys of effective change management. Therefore, it can be analysed that the employee buy-in is of high significance in an organisation for the effective implementation of the changes in an organisation (Bateh, Castaneda and Farah, 2013).

There are various other OD models and frameworks which are utilized by the managers at the time of organisation changes such as Kotler 8-Step change model, as per this model, there are eight different steps under which an organisation has to work upon for having successful implementation of change. The eights phases comprises of creating a sense of urgency, building a guiding coalition, forming a strategic vision, enlisting a volunteer army, enabling actions by eradicating barriers, generating short term wins, sustaining acceleration and instituting change (Sacheva, 2009). The second OD framework highly used by the organisation is the Lewin’s Change management model. In this model, there are three stages i.e. Unfreeze, transition and freeze. With the help of these model, the organisations motivate employees to adapt the changes in the unfreeze stage, initiate the change in the transition stage and the change is successfully implemented in the freeze stage (Levasseur, 2001). It has been analysed that in almost all the models, the theorists lay down more attention to the soft elements. This is due to the fact that it is more important to manage the organisational individuals first by the means of shared values, skill development, etc so that they can adapt the organisational change and become its part rather than just focusing upon the organisational strategies, structure or systems. In any organisational change, the most vital role is of a leader as the leader is an individual which has the power to influence other individuals and develop employee engagement and effective implementation of the change by considering the needs of the employees and integrating their individual needs with organisational goals and objectives (Iles and Sutherland, 2001).

References

Conclusion

Organisational change is an inevitable part of an organisation. Every organisation is required to implement an organisational change whether at the early stage or in the long-run. From the essay it can be concluded that the organisational managers and leaders take use of various change management strategies and OD techniques for achieving g effective and successful implementation of the change management programs. There has been taken use of soft as well as hard elements for analysing the change and its impact on the organisation. Therefore, it can be analysed and conclude that, organisational change is a significant aspect which needs appropriate planning, strategies and frameworks for its implementation.

References

Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.

Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change. International Journal of Management & Information Systems (Online), 17(2), p.113.

Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8S’s. Annals of Management Research, 1(2), pp.52-59.

Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment. International Journal of Enterprise Information Systems (IJEIS), 7(4), pp.23-63.

Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.

Iles, V. and Sutherland, K., 2001. Organisational change. A review for health care managers, professionals and researchers.

Jurevicius, O., 2013. McKinsey 7s Model. Accessed on: 2nd May, 2017. Accessed from: https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html

Kotter, J., 2012. How the most innovative companies capitalize on today's rapid-fire strategic challenges-and still make their numbers. Harvard business review, 90(11), pp.43-58.

Levasseur, R.E., 2001. People skills: Change management tools—Lewin's change model. Interfaces, 31(4), pp.71-73.

Mintzberg, H., 2004. Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers.

Sacheva, S., 2009. Change Management for e-Governance. I-Ways Journal of E-Government Policy and Regulation, 32(2), pp.109-117.

Yukl, G.A., 2002. Leadership in organizations.

Zaugg, R. and Thom, N., 2002. Excellence through implicit competencies: Human resource management–organisational development–knowledge creation. Journal of Change Management, 3(3), pp.199-211.

Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.

Bateh, J., Castaneda, M.E. and Farah, J.E., 2013. Employee resistance to organizational change. International Journal of Management & Information Systems (Online), 17(2), p.113.

Bhatti, O.K., 2011. Strategy implementation: An alternative choice of 8S’s. Annals of Management Research, 1(2), pp.52-59.

Bovey, W.H. and Hede, A., 2001. Resistance to organisational change: the role of defence mechanisms. Journal of managerial psychology, 16(7), pp.534-548.

Elving, W.J., 2005. The role of communication in organisational change. Corporate Communications: An International Journal, 10(2), pp.129-138.

Graetz, F., Rimmer, M., Lawrence, A. and Smith, A., 2006. Managing organisational change. John Wiley & Sons.

Hanafizadeh, P. and Ravasan, A.Z., 2011. A McKinsey 7S model-based framework for ERP readiness assessment. International Journal of Enterprise Information Systems (IJEIS), 7(4), pp.23-63.

Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.

Iles, V. and Sutherland, K., 2001. Organisational change. A review for health care managers, professionals and researchers.

Jurevicius, O., 2013. McKinsey 7s Model. Accessed on: 2nd May, 2017. Accessed from: https://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html

Kotter, J., 2012. How the most innovative companies capitalize on today's rapid-fire strategic challenges-and still make their numbers. Harvard business review, 90(11), pp.43-58.

Levasseur, R.E., 2001. People skills: Change management tools—Lewin's change model. Interfaces, 31(4), pp.71-73.

Mintzberg, H., 2004. Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers.

Sacheva, S., 2009. Change Management for e-Governance. I-Ways Journal of E-Government Policy and Regulation, 32(2), pp.109-117.

Todnem By, R., 2005. Organisational change management: A critical review. Journal of change management, 5(4), pp.369-380.

Vakola, M., Tsaousis, I. and Nikolaou, I., 2004. The role of emotional intelligence and personality variables on attitudes toward organisational change. Journal of managerial psychology, 19(2), pp.88-110.

Yukl, G.A., 2002. Leadership in organizations.

Zaugg, R. and Thom, N., 2002. Excellence through implicit competencies: Human resource management–organisational development–knowledge creation. Journal of Change Management, 3(3), pp.199-211.

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