Jul 14, 2017 Others

Organizational Development and Change

This paper concentrates on the primary theme of Organizational Development and Change in which you have to explain and evaluate its intricate aspects in detail. In addition to this, this paper has been reviewed and purchased by most of the students hence; it has been rated 4.8 points on the scale of 5 points. Besides, the price of this paper starts from £ 40. For more details and full access to the paper, please refer to the site.



• Desirable

• Focused but flexible to allow for alternatives paths

• Communicable with plans and actions

Jick (1989) explores the importance of vision and states that organizational leadership will always have a preference for vision development, whether it is working from the bottom up or the top down. Some leaders prefer to have large numbers of individuals involved in the vision, while others choose a vital few. The important feature is not the direction one chooses to develop the vision, rather that the vision is developed and well understood throughout the organization. A vision that becomes well integrated in the fabric of the thought processes within an organization will be clear and actionable.

In order to engage people in a compelling vision that galvanizes them to action, the guiding coalition may have to work on the concept of dissatisfaction. Employees who are pleased with the status quo will not have a compelling reason to change. Spector (1989) discusses the importance of raising the dissatisfaction level within the organization on the dimensions requiring change in order to embrace and engage employees in the change activity required.

Conclusion

Themes that continue with regard to change management are clarity and communications that galvanize members of the organization toaction. Creation of a compelling vision that galvanizes employees to action is not easy. It takes thought, time, and a guiding coalition to craft a compelling change initiative.

References

Jick, T. D. (1989). The vision thing. In T. D. Jick and M.A. Peiperl, Managing change: Cases and concepts (pp. 95-101). New York: McGraw-Hill.

Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.

Spector, B. A. (1989). From bogged down to fired up: Inspiring organizational change. In T. D. Jick and M. A. Peiperl, Managing change: Cases and concepts (pp. 113-120). New York: McGraw-Hill.


CONTENT:

Organizational Development and Change Name; Institutional Affiliation; Date Introduction The notion of change is a phenomenon that organizations face on a daily basis. Change is a process termed by many as a gradual, rapid and radical process that impacts an organization either positively or negatively (Rana, Baumgardner, Germanic, Graff, Korum, Mueller, & Peterson, 2013). This paper seeks to determine the rationale for the failures that have been witnessed in transformational change efforts. A comparison and contrast of the roles of shared values, visions and actions in change leadership will also be reviewed. Rationale behind Tra

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