Organizational Development Plan: Purpose, Goals, And Strategies

Purpose and Rational

The main objective of such report is to develop and introduce a plan for organisational changes that result in development of organization. The team of project comprise of 4 members who have the following responsibilities. The first team will mainly focus on purpose, goals, rational as well as objectives of the strategic requirement, the other team will manage the key stakeholders as well s required organizational climate for the implementation plan. The third team member will handle the strategic priorities, planning of the implementation change as well as communication.Fourth team will conduct a cost-benefit analysis as well as review the plan

The organizational changes refers to the process of changing or altering a procedure, culture, processes as well as technologies of the company. The organizational changes occur for distinct period of time. The company will cover under the risk of failure in running their business successfully, in the case when there is absence of change management. It is the tool that majorly focuses on how the team of the company as well as people are affected by the transition. The increase in the innovation of technology among the companies enhances the chance of competition in the market that forces the company to undergo with the changes in their workplace. Thus, the change management help the companies to sustain the competitive marker as it directly affected all the employees and department directly. The organizational changes are divided into two parts that is based on their intensity- transformation through drastic action or through evolutionary adaption. The main aim of such essay is to analyse such two approaches with focus on organizational development.

The organization changes through drastic action as well as evolutionary adaption. In the case of change through drastic action, the changes are forced as well as mandate by the seniormanagement. The changes done through drastic action can be majorly caused by the several reasons which include changes in competitive, political, regulatory, as well as legal landscape. In such change management scenario, the changesoccurquickly in case of major technological innovations or the above specifies reasons. It can be linked with the theory E that has proposed of creating theeconomic values. The concept of theory E is driven by the higher authority in which the approach is major based on the formal system as well as structure. Such theory include drastic layoffs, downsizing as well as restructuring of the company as the company may faces drastic changes. In the theory of streamline hardware-structure as well as system, the leadership include the top-down approach which includes low involvement of the manager or the lower levels. Therefore, the drastic action needs clear, comprehensive, as well as common plan of action in the process with the specified deadlines. The reward system is the mainly financial in the nature as well as the compensation of employees is also linked to the financial incentives Lozano, (Ceulemans, et.al, 2015).

Goals and Objectives

The organizational dynamics is one of the processes of continually strengthening the resources as well as improving the employees’ performance. In the first, the senior management set the measurable goals which determine the decisions as well as future actions. In change throughdrastic action, the management represent the departments as well as divisions for the regular duties. Moreover, the goal execution also includes the allocation of resources by the top management. The schedule and skills of the employees are also enhanced in a manner through which the drastic changes requirements can be met. The authorization leadership style is followed to drive the innovations as wellas performancesamong the staffs. Under the style of authorial leadership, the staffs are expected to adopt and follow the systems with the process without questioning the authority (Aarons, Ehrhart, Farahnak, 2015).

Drastic changes are innovative in nature which is rapid as well as planned by the limited individuals. The culture of organization may be conflicting as well as unsavoury. The employees who tend to resist the changes are majorly faces the challenges. The management have a right to fire such employees and replaces them with the new hiring if they meet and fist the objective of the existing growth stage of the company. The drastic changes also involved unplanned changes that is result; of unforeseen circumstances. Adopting the motivational theory, the autocratic managers tend to motivate their employees by generating the confidence in the ability of the managers to make the accurate as well as productive decisions. The employees will also feel comfortable with the knowledge of the manager of the industry with the process of the company and also drive the motivation from the ability of manager to keep the department focused on achieving the goals of the company. Most of the time the autocratic managers do not value the contribution of their employees, preferring to manage the operation with the zero feedback from their teams (Gil and Mataveli, 2016).

As the change management is drastic, Kurt Lewin’s Model can be applicable. There are majorly three steps through which implement the changes in the drastic actions. The management need to recognize the requirement of changes. In the normal situation, the employees feel resist any changes. Therefore, the management should arrange the platform of communication for the employees that made them feel comfortable and able to adopt changes whenever needed. In the further stage, the employees learn new behaviours as well as process of thinking. The supports and education are critical and it should be carefully planned as well as executed. In the last stage, the change model should be refrozen that are based on the new processes, structure,status, aswell as individuals that involved into the culture. The employees must be given the positive rewards as well as their individual efforts must be acknowledged to motivate the employees (Gerasimov,and Gerasimov, 2015).

Key Stakeholders

The second approach is recognized as an evolutionary changes approach. In such type of changes, the changes are incremental as well as decentralized which include the lasting shifts with the less upheaval. The evolutionary changes approach can relate with Theory O. in such theory, the changes are majorly based on the organizational capabilities. The main focus on such theory include, gaining feedback, process of changing, making the critical analysis, as well as implementing further changes. The theory O includes all the employeesusing the bottom up approached that require emotional commitments from them. Such approach is used to transform the behaviour, attitude, as well as culture of the employees. The changes in such approach include innovative work processes, value and culture changes. As the involvement of the employee is high, the external consultants are not hired or relied upon. The staffs of the company tend to analyse their own solutions. The reward system includes skills-based pay system as well as profit sharing plans (Hanaysha, 2016).

After the theoretical elements of the organizational dynamics, the evolutionary changes include proper planning which is actionable foundation for all their regular duties. Suchform of change manager includestransformable leadership style in which the leaders guide their employees through the process of inspiration to execute the changes. The management can apply Herzberg’s two factor of motivation. In such model, the factors which create the job satisfaction as well as job dissatisfaction are identified. It refers to the factors that cause dissatisfaction in their absence such a working conditions, compensation, security of job and others. The factors of motivation are the ones that create the satisfaction if they are available in the organization in the form of achievement, recognition, responsibility, as well as personal development. Thus, for the evolutionary change management, the seniors management should maximize the above identifies motivation as well as hygiene factors through which the employees can be adoptive towards the change management (Ortiz?de?Mandojan and Bansal, 2016).

For changing the culture, processes, and systems, Kotters eight-step model can be implemented for the successful change management. Suchtheory helps the company to enhance the process in the logical fashion. In the first step, the potential opportunities or the crises may be focused as well as catalyst for changes must be created. A powerful alliance can be created that help the employees to develop the strategies to achieve the vision. Vision should be created that support in change effort; it should be communicated using the bottom-up approach. The hurdles to change should be removed as well as the employees should be motivated to encourage them for risk taking. The sixth step in such model is to establish the short term wins that help the employees to change their behaviour as well as attitude slowly. The seventy steps is to build on the changes, the company should keep communicating their vision, removing obstacles as well as delivering the benefits. In the last, anchor the change. The management should embed it into the organizational procedure, operating models as well as into day to day work of the individual (Termeer, Dewulf, and Biesbroek, 2017).

Required Organizational Climate

From the above analysis it can be concluded that both hard as well as soft approaches of the change management are necessary. Both hard and soft culture can participate in the growth of business by freeze pay-rise, greater transparency as well as less hierarchical standards. There are certain examples as well as theoriesused in the above paper cover the manner organizations can implement the changes through drastic action or evolutionary changes. The change management is one of the tools that majorly focus in how teams as well as people are affected by the transition. The management can apply different theories of motivation to motivate the employee and for changing the culture; the management can use Kotters eight-step models that can be implemented for the successful change management.

The conventional teaching as well as training is majorly based on the knowledge or skills transfer, however it does not address the growth of individual as well as potential particularly well. The main reason behind such thing is due to the conventional skills or knowledge transfer the unusual assume which includes what the individual need to learn and the best manner in which they can learn it (Grimmelikhuijsen and Feeney, 2017).

The subject matter supposed to be focus on the needs of the organization, or need to pass the exams that is mostly different from an individual natural strengths as well as preferred personals direction. The experimental learning is one of the powerful manners to address the growth of individual and potential that is commonly neglected approach to teaching as well as developing the individual. The traditional perspective teaching as well as training majorlyfocused on external needs typically of the companies or to pass or gain the qualifications. Therefore, it is required to best sort of learning and development method that can satisfy the needs of organisational as well as external. The balanced method can satisfy need of organizational and external as well as also support the employee to grow confidentially (Veselovsky, Kirova, and Idilov, 2015).

Proposed Training Structure

The training will be designed to address several managerial skills which are important for building a robust as well as productive organization. The management will provide group training to their employees due to the certain reason:

• It would help the employees to enhance their confidence by participating in the task with the group of individuals.
• It helps in enhancing the coordination level among the individuals in the workplace
• It also increases the environment of confidence that forces the individual to learn more quickly and more efficiently (Anderson, 2016).

Proposed Training Activities

Firstly, the induction will be taken by the seniors management of the employees in which they give brief knowledge about their business or company to the employees.

Strategic Priority

Second, training of communication skills will be providing to the employees and their staff to enhance confidence level among them.

After which training of problem-solving skills will be provided to the staff that increase the level of adoption among them.

Team Work training will be provided to the employees to improve the culture in the organization.

Training of personal learning and performance will also arrange for the employees that would help them to adopt any changes occur in the company

Motivation, Judgement as well as Leadership skills are provide to the employees that would help them to improve their overall performance as well as enhance their capabilities to achieve the targeted goal (Gerasimov and Gerasimov, 2015).

Questionnaires for Survey Sheet

Q1: Since how many years you are working in the organization?

1. 0-3 years
2. 3-6 years
3. 6-10 years
4. More than 10 years

Q2: Do you like to attend the program of training?

1. No
2. Yes

Q3. Do you think that training is essential for developing the skills of employee?

1. No
2. Yes

Q4. Which method is effective for training?

1. Coaching or Lecture
2. Programmed Instruction
3. Conference
4. Step by Step Instruction

Q5. Do you have experience any changes in efficiency of working after being trained?

1. No
2. Yes

References

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Amui, L.B.L., Jabbour, C.J.C., de Sousa Jabbour, A.B.L. and Kannan, D. (2017) Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition. Journal of Cleaner Production, 142(7), pp.308-322.

Anderson, D.L. (2016) Organization development: The process of leading organizational change. Australia: Sage Publications.

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Gerasimov, B.N. and Gerasimov, K.B. (2015) Modeling the development of organization management system. Asian Social Science, 11(20), p.82.

Gil, A.J. and Mataveli, M. (2016) Rewards for continuous training: a learning organisation perspective. Industrial and Commercial Training, 48(5), pp.257-264.

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Termeer, C.J., Dewulf, A. and Biesbroek, G.R. (2017) Transformational change: governance interventions for climate change adaptation from a continuous change perspective. Journal of Environmental Planning and Management, 60(4), pp.558-576.

Veselovsky, J.A., Kirova, I.V. and Idilov, I.I. (2015) The strategy of a region development under the conditions of new actual economic. Mediterranean Journal of Social Sciences, 6(5), p.310.

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