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Organisational Change and Development Theory Report

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Updated: Jun 21st, 2020

Organisational Change (OC) is a powerful practice in many firms. Organisational Change and Development (OCD) is a critical process aimed at promoting a company’s performance (Doppelt 2010, p. 81). The business environment is never constant. Organisational leaders should identify the best Change Models (CMs) in order to achieve their objectives.

Every OC focuses on the best organisational outcomes. However, OC should be a continuous process that produces new practices and strategies in a firm. Every organisational change should ‘improve the level of performance’ (Dunphy, Griffiths & Benn 2007, p. 84). According to Doppelt (2010, p. 83), ‘crises, challenges, and technological changes encourage companies to embrace new business practices’. The OCD theory makes it easier for an organisation to establish new values, objectives, and goals.

Individual Learning

Our class activities have assisted me throughout the learning process. I have gained new concepts and skills that can support my future career goals. The learning experience encouraged us to describe various issues affecting every organisational change. The lesson also examined the major theories of business development. The third learning outcome included ‘the ability to develop new generic skills such as communication, teamwork, and critical thinking’ (Smith & Rayment 2010, p. 59).

The lesson encouraged the class to undertake various presentations and assignments. The written assignments widened my skills as a future organisational leader. The class assignment made it easier for me to analyse the issues associated with every Organisational Change. The Theme Exposition Essay (TEE) equipped me with new ideas in Organisational Change and Development (OCD).

The class presentations also improved my interactional and communication skills. Organisational leaders and managers should communicate effectively with their employees. Managers should ‘support the needs of their workers using the best ideas and concepts’ (Smith & Rayment 2010, p. 62). The group presentations encouraged me to embrace new tactics such as critical thinking and ability to work as a team. The class presentation also supported my learning objectives. I evaluated, examined, and applied various OC principles.

I now understand the best strategies that can make every Organisational Change and Development (OCD) successful. We have also formed new teams in order to achieve our learning goals. I am now able to address most of the challenges affecting my teammates (Smith & Rayment 2010). However, the reflective journal did not offer the required assistance. The reflective journal only highlighted my skills and ideas. I will undertake more learning exercises in order to support my educational needs.

EBL Learning

The class readings and exercises have supported my educational goals. Our lecturer identified various projects and learning exercises in order to support our objectives. I have gained numerous ideas and skills that can make me a successful Change Leader (CL) in the future. I have used the Enquiry Based Learning (EBL) in order to understand the issues associated with Organisational Change and Development (OCD).

EBL is ‘a powerful learning approach that encourages students to widen their competencies’ (Smith & Rayment 2010, p. 62). Our teachers encouraged us to use the concept of teamwork. Such learning teams equipped every learner with the best competencies and skills. Our teachers supported every group activity and learning process. Every learner was ready to execute his or her roles.

The EBL approach made it easier for me to examine the aspects of Organisational Change and Development (OCD). I also examined the effectiveness of different Change Models (CMs). Our team also discussed the concepts of OCD. The EBL approach made it easier for me to understand the targeted subject. I also examined the major situations that can force business organisations to implement new changes. I also examined the major concepts of Organisational Change (OC). Such concepts include ‘teamwork, problem-solving strengths, and decision-making abilities’ (Read 2000, p. 86).

My group also examined various scenarios and case studies. This practice is called ‘problem-based learning’ (Read 2000, p. 87). We explored different scenarios and challenges that can compel companies to undertake various developmental strategies. Our lecturers ‘also encouraged us to use small-scale investigations’ (Doppelt 2010, p. 86).

Such investigations equipped me with new OCD concepts. I also gained new skills that can support my leadership practices and strategies. The other critical aspect of the EBL entailed the use of researches and projects. Our group also embraced the power of research-based ideas. Every member of our group made the learning process successful. For example, our group completed several research projects. The study identified the major obstacles that encourage firms to undertake new changes and developments. This exercise made our EBL approach successful.

Class assignments and group presentations are critical whenever engaging in an Enquiry Based Learning (EBL). We completed various discussions and presentations in order to improve our skills. I am planning to undertake similar practices and exercises in order to support my skills. I have gained the best concepts that can make me a successful leader. I now understand how Organisational Change and Development (OCD) can support the needs of different companies. The EBL approach also entailed the use of evidence-based approaches. I will always such skills in order to deal with every organisational challenge (Doppelt 2010).

I have also communicated with various friends and lecturers. This practice has made it easier for me to interact with different classmates. This strategy has created a flexible approach thus making my learning process successful (Read 2000). This learning approach has encouraged me to widen my leadership skills. I am also planning to undertake more researches and studies. This approach will eventually make me a successful organisational leader.

OCD Theory: Group Work

Name % Tasks Performed
Member 1 [Insert Name] 79 The student conducted the required study
Member 2 [Insert Name] 81 The learner combined the gathered information
Member 3 [Insert Name] 78 The student prepared the required presentation
Self [Insert Name] 82 I prepared the required written assignment

OCD Theory

The class readings have equipped me with new concepts that can make me successful. I am planning to become a Change Leader in my organisation. Business firms ‘can use the concept of organisational change and development (OCD) in order to restructure their production systems, leadership practices, cultures, and organisational structures’ (Buchanan et al. 2005, p. 196). I am planning to use these skills in different firms. I will present the best models and frameworks that can support my organisation. The issue of sustainability is critical whenever introducing a new Organisational Change.

The other important thing is the ability to promote the targeted goals. I will always encourage my employees in order to focus on the right goals. Every Change Leader (CL) should explore the major challenges affecting his or her employees. I will use my skills to examine the strengths and weaknesses of my employees (Smith & Rayment 2010). I will also work hard in order to improve my communication and decision-making skills. The practice will support the changing needs of different workers.

I will use various Change Models (CMs) in order to support every targeted change. A Change Leader (CL) should understand the effectiveness of various models and theories. I will apply evidence-based strategies whenever supporting the targeted change. I have understood how to sustain and develop the obtained change. I will explore the targeted goals before implementing the proposed change. This approach will ensure my organisation achieves its potentials. The class exercise has equipped me with new ideas that can support different Organisational Changes (Read 2000). OCD should be a continuous process depending on the targeted outcomes.

A proper leadership approach is necessary whenever managing an Organisational Change (OC). A Change Leader should have the best leadership skills in order to achieve every targeted objective. Change Leaders should recruit competent individuals in order to achieve the targeted goals. These competencies will encourage me to mentor, encourage, and support the needs of every employee. Good managers should ‘encourage their workers to form new teams’ (Buchanan et al. 2005, p. 201). I will also embrace the best actions, behaviours, practices, and strategies that can support the targeted goals.

Some challenges will make it impossible for Change Leaders to achieve the targeted objectives. I will identify the major challenges that can make my company unsuccessful. Some of ‘these challenges include poor communication, lack of interaction, and stress’ (Read 2000, p. 97). The above strategy will also ensure every implemented change becomes sustainable. I will always encourage my employees to support the implemented change. Every stakeholder will become part of the proposed change. In conclusion, managers should “apply the principles of OCD theory in their firms” (Buchanan et al. 2005, p. 201). This approach will make me a competent Change Leader.

List of References

Buchanan, D, Fitzgerald, L, Ketley D, Gollop, R, Jones, L, Lamont, S, Neath, A & Whitby, E 2005, No Going Back: A Review of the Literature on Sustaining Organisational Change, International Journal of Management Reviews, vol. 7, no. 3, 189-205.

Doppelt, B 2010, Leading Change Towards Sustainability, Greenleaf Publishing, Sheffield.

Dunphy, D, Griffiths, A & Benn, S 2007, Organisational Change for Corporate Sustainability, Routledge, London.

Read, V 2000, ‘Technologies and Processes for Human Sustainability’, in D Dunphy, J Benveniste, A Griffiths & P Sutton (eds.), Sustainability: The Corporate Challenge of the 21st Century, Allen & Unwin, Crows Nest, pp. 78-102.

Smith, J & Rayment, P 2010, ‘Globally Fit Leadership: Four Steps Forward,’ Journal of Global Responsibility, vol. 1, no. 1, pp. 55-65.

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