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Question description
Situational Analysis
Purpose:
· To recognize and better understand significant organizational change encountered by existing, real-world companies and in so doing reinforce OD concepts, strategies, and interventions presented in the course.
Deliverable:
Approximately six-page paper, plus title page and bibliography.
Introduction to Assignment
For this final assignment, you will draw from OD data, information, and knowledge presented and discussed throughout the term to examine a real-world organization that has undergone significant system wide organizational change and/or transformation. You will choose among the organizations listed below. Your research on, and subsequent analysis of, the organization’s change and/or transformation will lead to the identification, and clearer understanding, of significant management challenges encountered by the company.
Read and follow all the Instructions carefully. Bear in mind the paper must clearly demonstrate your ability to apply what you have learned about organization change in this course to date. Demonstrate critical thinking, as described under higher thinking levels in Bloom’s Taxonomy (search via Google). Strive to be original along with applying data, information, and ideas from the required reading and your outside research. Use American Psychological Association (APA) format for in-text citations and the bibliography.
Instructions
1) Review the assignment purpose above and the Research and Writing Grading Rubric at the end of these instructions and under Course Content before proceeding.
2) Select for analysis one of the organizations identified below that has undergone—or is undergoing—significant system wide organizational change and/or transformation.
3) Research and analyze the organizational change or transformation you identified in the company you selected. Pay particular attention to management challenges that you think the company encountered as a result of the change. Specific questions that should be addressed are:
a. Why do you consider this a transformational change?
b. What data/information did or should the organization have collected?
c. What interventions did or should the organization implement?
d. How did or should they measure the success of the intervention?
e. As a manager in the organization, what could you have done to enhance the success of the transformation?
f. What environmental factors did and should they consider (e.g., external laws and regulations, pool of applicants, needs of the community, and so forth)?
Also, read Instruction 7 to ensure you collect correct and sufficient information to meet all requirements.
4) Integrate and present in bold font at least sixOD-related concepts, principles, strategies, methods, and/or practices in your analysis. Demonstrate through context and/or endnotes your understanding of the terms’ meaning and application. You are encouraged to identify (use proper citation) and/or create graphics and illustrations (e.g., concept maps, charts, tables) to support your claims.
5) Seek and draw from data, information, and ideas from the course text and at least five credible, authoritative, relevant outside sources the company’s change or transformation for a total of at least six references. Peruse the Endnotes of the text’s relevant chapters, and the sources listed in the classroom Reserved Readings and Webliography to get started. Your references should show a mix of scholarly and applied/practical sources, largely drawn from UMUC’s Information Library System (ILS), and including respected media sources such as theWall Street Journal, Fortune, Business Week, or New York Times. Cite the textbook and outside research sources within the paper’s body using APA in-text formatting. Include a bibliography with complete source information at the end of the paper. You are expected to paraphrase, using quotes only when the source’s verbatim statements uniquely enhance meaning and understanding. Deductions will be taken when quotes are overused and found to be unnecessary.
See examples below, and in Formatting and Citation Samples under Course Content:
In-text citation:
(Casey, 2002, p.50).
Reference citation:
Casey, C. (2002). Critical Analysis of Organizations: Theory, practice, revitalization. London: Sage.
6) Determine what significant learning and understanding you gained from your research and analysis. Identify and evaluate at least three valuable take-aways you learned from your organization change analysis, and how you envision applying them to your job or career.
7) Use the template below for headings and subheadings. Copy and paste the relevant parts, adding other headings as your findings, ideas, and assertions dictate. Use examples and cite support sources as outlined above. Review instructions above to ensure all requirements for each section are met.
I. Title page [your name, the course name, the name of the organization, the date, and instructor’s name]
II. Organization selected for analysis: [name]
III. Summary of organization’s change and/or transformation
IV. Change and transformation analysis findings
a. Brief description of transformational change
b. Rationale for considering this a transformational change
c. Evaluation of data/information collected by the organization
d. Discussion of implemented or recommended interventions
· Which interventions and why?
· Measuring interventions’ success
e. Transformational success from a manager’s perspective
f. Considering environmental factors
V. Significant learning
VII.Bibliography
7) Use Microsoft Word for your text documents. Try to be concise and keep your paper at approximately six pages in length (plus cover page and bibliography), but rest assured that substance is more important than length. Again, APA reference format is required.
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Questions this paper should answer
What was the organizational change (what happened)?
What invoked this change?
What was the goal of the change?
What was leadership’s strategy (how did they plan to carry out the changes)?
What were some of the challenges of the change?
How did management handle these challenges?
How long did the change take?
How did leadership gain a "buy in" (support) from the major stakeholders including shareholders (if applicable), employees, and customers?
What were the results of the change? Was the change effective? How is this measured?
Below I listed Overview of subject material and some links following the guidelines you should be able to put together a solid paper by using the information I have provided.
Overview of Organization Development (OD), The Change Process and the Change Agent
We will define key terms such as organization development (OD), change management, transition, transformation, OD practitioner, organization culture, and socialization process. Our discussion will cover theoretical and practical aspects of OD principles and competencies, reasons for change, types of and approaches to change, origins and reasons for change management, benefits of change and change management, and scholars’ and practitioners’ concern with the tempo (rate, rhythm, and pattern) of change.
https://www.prosci.com/change-management/what-is-change-management
•What is Change Management?
•Importance of Change Management
•Change Management History
http://www.odnetwork.org/?page=whatisod
http://www.odnetwork.org/?page=PrinciplesOfODPracti
http://www.odnetwork.org/?page=ODCompetencies
http://managementhelp.org/organizationdevelopment/OD-101.pdf
http://www.odnetwork.org/?page=ODCredo
http://www.odnetwork.org/?page=CaseStudies#Case_Studies_2
https://www.youtube.com/watch?v=MuUvJk7_c1c
Changing the Culture and Overcoming Resistance to Change
changing organization culture and overcoming resistance to change. Our readings this week features the work of a diverse array of leading, seasoned change management experts, offering a blend of scholarship and application and practice in private and public sectors. Specifically, we will learn about types of employees’ response to change; dealing with change resisters and overcoming resistance to change; role and importance of change agents; and interpretations of change resistance and the benefits of new paradigms to effectively cope with resistance. Using case examples, we will discuss organizational capacity for change, and building strong and lasting organization cultures.
http://blogs.hbr.org/2013/05/six-components-of-culture
https://www.gateshead.gov.uk/DocumentLibrary/council/pois/managingreactionstochange.pdf
http://www.saylor.org/site/textbooks/Focusing%20on%20Organizational%20Change.pdf
Figure 1.1
•Chapter 2: What is Organizational Capacity to Change?
•Chapter 9: OCC Dimension 7 - Acccountable Culture
http://www.thercfgroup.com/files/resources/Defining-Culture-and-Organizationa-Culture_5.pdf
https://www.youtube.com/watch?v=Xu9mS9AblbI
Diagnosis and Basic OD Interventions Strategies—Structural, Technological, and Behavioral Strategies
focus on analysis and diagnosis, and basic OD interventions strategies. We will define key diagnosis concepts and systematic processes, explain data collection, and compare descriptive and normative, as well as clinical historical and psychoanalytic, diagnostic models. We will determine effective and quality diagnostic models and processes, taking into consideration factors such as degree of change innovation, decision-making, level of formality or informality, and existing conflict. We will study specific steps for implementing diagnostic models. Concurrently, we will define and summarize OD intervention strategies—namely, structural, technological, and behavioral strategies—to provide us with a broad overview of and backdrop for diagnosing change issues, enabling the selection of actions to optimize successful change management and ultimately organizational change. Readings and discussion will rely on case examples that illustrate, for instance, the importance of organizational capacity for change and building strong and lasting organization cultures.
· identify and diagnose organizational problems and opportunities in order to improve performance
· research and identify appropriate interventions, strategies for implementation, and methods for evaluation to resolve organizational problems and take advantage of opportunities
http://armandojusto.blogspot.com/2009/04/competency-profiling.html
https://hbr.org/2005/10/the-hard-side-of-change-management
http://www.donblake.com/module3/DiagnosticModels.pdf
http://www.pmi.org/Business-Solutions/~/media/PDF/Case%20Study/GSK_casestudy_v3.ashx
http://www.nickols.us/four_strategies.pdf
http://www.machon-adler.co.il/readers/reader16.pdf
http://www.essentialtoolsseries.com/SpringboardWebApp/userfiles/estools/file/Chapter%202.pdf
https://www.youtube.com/watch?v=Q3EhHgehJ7c
Process Employee Empowerment and Interpersonal Interventions
focus on process employee empowerment and interpersonal interventions. Because employees and the organization must be prepared for purposeful, planned change, we will discuss key factors in the change readiness process, such as leadership buy-in, involvement and capability to champion, trust, management perceptions, importance of motivation, advantage of “flat” structure, and how to foster change-readiness. We will learn about planning and preparation, and specifically about a systematic, seven-step processes identifying and explaining leadership’s, management’s, and human resource’s role in the process. Among individual level issues we will investigate related to practical applications are stages of reaction to change, dealing with strong emotions, using relevant work stress coping mechanisms, determining the need for employee empowerment, communication dynamics, feedback, career development
· research and identify appropriate interventions, strategies for implementation, and methods for evaluation to resolve organizational problems and take advantage of opportunities
· apply management principles to support organizational transformation and change
http://www.mindtools.com/pages/article/newPPM_82.htm
https://hbr.org/2010/06/four-ways-to-know-whether-you
https://hbr.org/1993/11/managing-change-the-art-of-balancing/ar/1
http://www.saylor.org/site/textbooks/Focusing%20on%20Organizational%20Change.pdf
· Chapter 3: OCC Dimension 1: Trustworthy Leadership
· Chapter 4: OCC Dimension 2: Trusting Followers
· Chapter 5: OCC Dimension 3: Capable Champions
· Chapter 6: OCC Dimension 4: Involved Management
https://www.youtube.com/watch?v=0jvCTFIvjG4
OD evaluation methods and tools & OD Interventions
focus on OD evaluation methods and tools and OD Interventions. Organizations invest a considerable amount of time and money into long-term planned change. Therefore, rigorous, sometimes multi-level, evaluations of interventions to identify where and how the change process should be altered to gain desired outcomes and improvements is in the organization’s best interest. We will learn practical guidelines used by OD practitioners in the evaluation process. In addition, we will investigate how to jumpstart organization improvement through change, a variety of change management tools and survey instruments, and important considerations related to crisis-inducing change.
· research and identify appropriate interventions, strategies for implementation, and methods for evaluation to resolve organizational problems and take advantage of opportunities
· apply management principles to support organizational transformation and change
http://knowhownonprofit.org/leadership/change/tools/crisis
http://www.change-management.com/change-management-toolkit-toc.htm
https://www.hdi.uky.edu/setp/Materials/Toolbox-for-Change.pdf
http://www.change-management-toolbook.com/
http://www.saylor.org/site/textbooks/Focusing%20on%20Organizational%20Change.pdf
Chapter 12: Appendix A: OCC Survey Instrument
https://www.youtube.com/watch?v=-HA5s4MseQU
Implementation, Goal Setting and Work Team Development
cover implementation, goal setting and work team development. Successful organization improvement programs through planned change must look beyond interventions and evaluations, sustaining continuous improvement through tailored approaches to goal setting, and supporting effective work and self-managed on-site and virtual teams. To that end, we will learn about carrying out a change plan by creating a sound plan and capability building programs, mobilizing the help of key individuals, emphasizing consistent behavior, increasing communication, seeking consultants when needed, and celebrating milestones. We will integrate corporate case examples of low-key and high profile change strategies and implementations to improve customer service and products, the establishment of customer relationship management system, implementing change from the bottom up,
· research and identify appropriate interventions, strategies for implementation, and methods for evaluation to resolve organizational problems and take advantage of opportunities
· apply management principles to support organizational transformation and change
http://www.strategy-business.com/article/rr00006?pg=all
http://fortune.com/2012/05/24/how-tim-cook-is-changing-apple/
http://www.oracle.com/us/media1/goal-setting-fresh-perspective-ee-1679275.pdf
https://www.youtube.com/watch?v=WYrbLKYiOKE
https://www.youtube.com/watch?v=Z_obCi9YsBs
https://www.youtube.com/watch?v=V6MCkEB3n1E
High-Performing Systems & Transformation and Strategic Change
cover high performing systems, learning organizations and organization transformation. We will discuss the following subjects:
Systems thinking, how it relates to organization change, and can be make an integral part of an organization; organizational communication—challenges, role in change management, what works best; and meaning and influence of innovative culture vis-à-vis capacity for organization change. We will examine the impact of organizational learning on organization development; analyze high performing learning organization principles, and learn how to create and incorporate them; and discuss best learning organization practices and why they pay off. In addition we will compare the difference between reactive and transforming organizations.
apply management principles to support organizational transformation and change
http://torchlms.com/general/how-to-become-a-learning-organization-lessons-from-the-u-s-military/
http://www.summitconnects.com/Articles_Columns/PDF_Documents/201012/Nov_Dec2010_vol13_i8_04.pdf
http://www.saylor.org/site/textbooks/Focusing%20on%20Organizational%20Change.pdf
Chapter 12: Appendix A: OCC Survey Instrument
•Chapter 7: OCC Dimension 5: Systems Thinking
•Chapter 8: OCC Dimension 6: Communication Systems
•Chapter 10: OCC Dimension 8: Innovative Culture
http://www.vitalentusa.com/learn/the_hplo_model.pdf
https://www.youtube.com/watch?v=lUP4WcfNyAA
Challenge and Future for Organizations
discuss the challenge and future for organizations. Given continuous change is inevitable, it behooves organization leadership and employees to strategically manage change and transition. OD practitioners are advised to position themselves as business and strategic partners, reassess their discipline as the next generation seeks new theoretical and practical arenas, confront why change management fails and how to turn the failures into successes, and how to impart managers with OD know-how. Wrap up discussions will focus on hot topics such as integrating disciples, for example, project management and change, and an investigation of leading OD consulting firm’s approach, services, products and clients
apply management principles to support organizational transformation and change
http://www.saylor.org/site/textbooks/Focusing%20on%20Organizational%20Change.pdf
Chapter 11: The Big Picture
https://www.youtube.com/watch?v=0NMz1UX5XUE
https://www.youtube.com/watch?v=0exBO9USv5A