Task:There are two parts (A & B) to this assessment. Part A is the Literature Review. Part B is the critique of the literature.
There are five major themes that form the bases of the lecture sessions:
Students are required to select one of the themes from the five themes listed above and conduct a review of the literature that relates to that theme. Please select up to five journals to review on the topic. The journals must be from the top tier journals. In order to get assistance in writing the literature review, please refer to notes and PPT slides on VU Collaborate under literature review’.
STUDENTS who demonstrate deep learning, critical analysis, referencing reputable authors and integrating contrasting views on the topic from the literature will be rewarded by marks that reflect effort.
Introduction: This Organizational Change Management Assignment focuses on the mission and vision statement, leadership style, techniques of production, organisational system, organisational structure, organisational cultures and organisational strategy (Waddell, Creed, Cummings and Worley, 2016). The Organizational Change Management Assignment for organisation arises as an outcome of the pressures internal and external environment and structural defects in the organisation. From a broader perspective, the organisational change is regarded as a continuous transformation which takes place in some or other organisational domains that comprises of human resource, organisational structure and organisational strategy (Odor, n.d.).
Organisation Change Management: The key aim or goal behind this Organizational Change Management Assignment is to sustain the environment turbulence, competition, prevention of the various organisational crises and performance improvement. The components of organisational change comprises of several aspects such as it starts from identification of the problem or the issue. In this step, the managers or the executives identify the key issue which is the reason behind the occurrence of organisational change. The second step in the process of organisational change is gathering or collecting data (Crawford and Nahmias, 2010). In this phase, the adequate information is collected from the reliable sources so that there can be developed a base for the organisational change. In the third step there is interpretation of the data gathered. In this phase, the raw data which has been collected is interpreted and analyzed on the basis of several aspects and potential outcomes are generated. In the fourth step, there is acting upon the evidences where the organisation analyses the results and initiate the change program in the organisation (Carnall, 2018). It is called as the starting phase of organisational change. In the fifth aspect or component of organisational change, the results are evaluated where the outcomes of change program or organisational change are analyzed and evaluated that whether they are positive or negative for the performance of the organisation. In the last step there are taken the further steps where the managers or the organisational executives planned that what further steps could be taken to manage the organisational change (Bolden, 2016).
In the contemporary and emerging organisations there is high implication of the organisational change as with the change in the organisation, the most severe impact is faced by the organisational managers as a series of challenges take place before the change implementation in the organisation. The organisational managers need to remain highly competent in managing any kind of organisational change otherwise t tends to result in organisational change failure (Crawford and Nahmias, 2010).
This Organizational Change Management Assignment highlights the need to develop adequate strategies for the organisational level, inter-group as well as for the individual. The first and the primary strategy of the organisational change in respect with the inter-group is that there are formed T-groups which means the training groups. These groups change the attitudes as well as the behaviour of the employees by the means of unstructured group interaction (Bolden, 2016). The organisations also take use of the survey feedbacks that comprises of the questionnaires for eliciting the info from the workers. The key aim of the interview is to identify the various discrepancies which are there in between the organisational members and their perceptions. To all these, there are suggested various remedies which can be used for having successful organisational change. It also helps the organisational employees to develop a better understanding of the individual and group behaviour (Carnall, 2018). There is also taken wide use of the process consultation technique which aims to enhance the value of the associations between the individuals who works in groups particularly among organisational employees for achieving the shared organisational goals. It helps in focusing upon the group interactions and the interpersonal communications. The next strategy used as the organisational change strategy is team building which comprises of a clear understanding of the shared expectations from the individual level and also while working as collaborators for optimizing the tem member performance (Odor, n.d.).
There are several significant leadership and managerial implications for managing organisational change such as when any organisational change ad development took place the managers or the leaders are required to motivate as well as educate the employees and the subordinates so that there can be reduced resistance towards change (Rao, 2010). The leaders and the organisational managers must offer extensive support to the employees at the time of organisational change especially to the one who have high resistance towards the change. There is a need to maintain an undiluted flow of info and communication with the employees in respect with the organisational change process (Visagie and Steyn, 2011).
There are several challenges and issues which takes occur at the time of change management process and for sustain those challenges there is a need to have high level of autonomy and accountability. There are challenges such as resistance towards organisational change, demotivated employees and increased employee turnover (Rao, 2010). All these challenges require adaptive skills and capabilities for sustaining these issues such as the leaders are required to play informational roles, interpersonal roles and decisional roles. The organisational managers as leaders guide the organisational change process; they also monitor the complete program, develop negotiation and motivate the employees for participating in the organisational change (Viljoen, 2015).
Recommendation and Conclusion: In organisational change and development there is a need to have a shared vision and mission where so that there can be increased employee engagement in the change process. It is also essential that adequate change management process must be sued by the organisational managers where the employees must be motivated to understand the need of change, motivate them to participate in the change process and adapt the same. There is a direct impact of the change process on the performance of the employees as well as implication on the organisational leaders and manger. Thus, it is necessary that the cha Organizational Change Management Assignment to focus on ensuring the process executed in a proper way so that there can be performance improvement and organisational growth and development.
Bolden, R., 2016. Leadership, management and organisational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge.
Carnall, C., 2018. Managing change. Routledge.
Crawford, L. and Nahmias, A.H., 2010. Competencies for managing change. International journal of project management, 28(4), pp.405-412.
Odor, H.O., Organisational Change and Development.
Rao, P.S., 2010. Organisational behaviour. Himalaya Publishing House.
Viljoen, R., 2015. Organisational Change & Development: An African Perspective. Knowres Publishing.
Visagie, C.M. and Steyn, C., 2011. Organisational commitment and responses to planned organisational change: An exploratory study. Southern African Business Review, 15(3), pp.98-121.
Waddell, D., Creed, A., Cummings, T. and Worley, C., 2016. Organisational change: Development and transformation. Cengage AU.