First, this essay will begin with an attempt to identify and distinguish the definition and characteristics of change management and organisation development (OD). Secondly, this essay will discuss the relative change models used to implement change manag

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The nature of change manage8ment is relatively at the centre of running the operating functions of OD. Change management and organisation development are often referenced together. Both OD and change management have related intentions, to advance organisation effectiveness, the differences may lie within their characteristics and methods. First, this essay will begin with an attempt to identify and distinguish the definition and characteristics of change management and organisation development (OD). Secondly, this essay will discuss the relative change models used to implement change management in an organisation. Key criticisms of these change models will be highlighted. To conclude with, the essay will discuss a successful implementation of a change model in an organisation.

Organisational Development is a change management strategy, which has been utilised by organisations to help improve effectiveness and efficiency. Organisation development is defined as an effort (1) planned, (2) organisation wide, and (3) managed from the top, to (4) increase organisation development and health through (5) planned interventions in the organisation’s processes, using behavioural science knowledge. (Brown, 2001)” Organisational development is closely linked to behavioural science and is seen imperative to an organisations survival and sustainability. Due to the ever-changing environment in which organisations compete, organisational development has been seen in a revolutionary sense. As a result of globalisation, customer trends and shifting demographics, new technology has been introduced and pressures from above for larger profits have grown. OD is a set of thoughts that observe organisational change as an organized management practice. The theories of planned change are fundamental to OD as well as a humanistic approach. The principles that are intrinsic in OD tip its work to the soft model of change, and suggest an answer to the organisational quandary where value for a person’s needs and quality of working life is noticed and appreciated (Carter, 2008). Organisation development from a practice where more importance was put on ‘people problems’ and social aspects inside an organisations than on efficiency, but more modern developments have intended at including both aspects into the model. OD tries to integrate the “joint values of humanizing organisations and improving their effectiveness” (Carnall, 2007).

OD plays a very vital part in an organisation. It is a constant practice as actions occurring in an organisation is on an everyday basis so adjustments should be made often. It consists of examining and employing changes suitably which is prepared by developing understandable outcomes and calculate to monitor and evaluate development and organisational goals (French, 1969). Consequently it encourages large sense of purpose. The core aims of organisation development are to discover the main goals and purpose of the organisation. Therefore, it is then required to evaluate the organisations potential and identify and potential obstacles it could face, and identify the ways to eliminate or minimise these problems through recognizing the correct methods of doing things. Managers promote the idea of vision and originality between colleagues and ensure it is comprehended as to why the organisation must expand and how they can aid in its development, which is supporting team building. Methods are developed to ensure there are no communication gap and combining different areas of an organisation to communicate OD ideas (French, 1969). A trained adviser is also selected to study the group processes, communication, decision making, roles, and group atmosphere and offers feedback to them. These specialists or watchers also offer some ideas or instructions on how the group can develop its effectiveness (Brown, 2001).

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Change Management looks at changing the current state of an organisation to a future desired state. Change management involves identifying where the organisation is currently and how it will get to its desired state. Change management is defined as “the leadership and route of the process of organisational transformation – particularly with regard to human aspects and overcoming resistance to change” (Blokdijk, 2008). In the modern workplace, it doesn’t matter whether the change is small or large, regardless of the industry and whether it is on a local or national basis, change is expected. As a result, the managers of the organisations have to arrange their workforce and practice for change. Leaders in the company as well as the managers are frequently working ways to attain successful change. Some managers turn out to be doing well in implementing change whilst others don’t succeed in reach suitable change, In an organisation, changes occur for several reasons; often they are made so the organisation has different or completely new ways of doing their work. At times change is made to mix or shift the practices the individuals are operating (Carnall, 2007). Notable changes in the organisation happen such as when the organisation wants to change its policy on the entirety for success, the organisation wishes to change the features of its processes. Changes in organisation also happen as the organisation develops and progresses through a range of life cycles. Thus to cope with the changes going on in the organisation, it is illustrated to as the change management (Carter, 2008).

A successful organisation should anticipate the need for change. Once aspects that may influence to the organisation to change have been identified, OD can then be launched and implemented within the organisation (French, 1969). So OD is a long term, considered, organisation-wide function and with the backing at all points, it can then be implemented to advance the competitiveness, effectiveness and the productivity of the organisation. The OD’s meaning and aim correspond with that of organisational change in two key groups, one that underlines organisational productivity to better the general organisation results and the other, which highlights environmental changes. To an extent, OD integrates change management. OD is a planned process of change. Planned change need a complete, task-orientated method useful with thoroughness over time. It asserts dependence on suitable facts from the behavioral sciences: such as sociology, social psychology, and management theory. Organisational development also comprises changes in decision making process, outline and life of groups, work measures, work description and tasks. It is of the essence to change, so as to progress the level of quality and effectiveness (Rose, 2002). This method usually occupies an active complex relationship among those who are committed to the current situation in spite of dissatisfaction, and those who share an idea of a better outlook for the future (Rose, 2002).

The objective of an OD programme is to overcome the forces opposing change. A change model that can facilitate this is the Gap Model. The Gap Model is used when an obvious rational image exist of what is desired to happen (Nickols, 2003). The gap model has two phases; the first is the current situation and the second is the future desired stage. In attempting to achieve the future desired stage using the gap model, the approaches that are used will be set out with the knowledge that resistance to change will met. In order for the gap change model to be utilized by the organisation, the coercive power, expert power and info power bases would be most effective for it to encounter the least resistance (Stanleigh, 2008). The persons who have a clear mental picture of the future desired stage require and/or must acquire the expertise and familiarity to observe the outlook for the future once the recommended change is implemented and if users have preferred similar kinds of information from this person before, then integrity aspects will be very high. Coercive powers are employed to guarantee that resistance can be restricted but the other power bases should lessen its use (French, 1969).

Change in an organisation can also be studied through the use of Kotter’s Organisational dynamics model. This model is made up of three stages; being inputs, strategic orientation and outputs. Inputs refer to the general environment and industry structure, the strategic orientation revolves around the strategy that the organisation has put in place and outputs relate to organisational performance, productivity and stakeholder satisfaction (Carter, 2008). Through the careful diagnosis of these three stages, problems can be identified. The inputs are the stakeholders within the organisation; the strategic orientation is the way organisations positions itself in regards to its competitors and the plans used to attain these objectives. Outputs are the end product, resulting in whether the organisation is performing well, whether they are productive, using the least input for the most output and whether stakeholders are satisfied with their current performance (Cellars, 2008).

The McKinsey 7-S model is another approach to planned change. This method jointly examines how the organisation must function. The features of the model include; shared value which places more importance on the shared value and is consequently positioned in the centre as reports such as vision and operation are the thinking of the organisations (Cellars, 2008). Strategy relates to the plan the organisation carries out in response to the change in external environment; structure refers to the current structure of the organisation; systems refers to the practices and methods of the organisation and the customs which illustrate how the tasks are to be executed; style refers to the organisation’s culture but also the styles of management which are employed inside the organisation. Staff refers to the employees working for the organisation and shows their roles within the organisation; skills are the qualities and failings of the employees and the organisation overall (Carter, 2008). The model has advantages, some of which include that it helps to comprehend and analyse the organisation before any change; can be used as a guide during the change; since the model contains emotional and rational features, it is useful in planned change; since all the 7-S is interconnected, the organisation has to concentrate on all aspects of the organisation to make sure the implementation is a success. The model also has disadvantages related to it, such as if one aspect of the model is changed, it impacts the others which change since they are interconnected, this chain reaction could result in too much change when perhaps only specific change in one area was intended. Also, the model tends to overlook differences, which can leave the organisation open to problems (Cellars, 2008).

However, despite the fact that these new change models have seemed to replace the ‘outdated’ Lewin model, the change models do seem to be criticised too. The planned models of the change are based upon the belief or premise that organisations function mostly in steady surroundings and thus can shift from the present constant position to the future desired state (Carter, 2008). This has been condemned as this theory that the present work force are in a disorganized and chaotic state (Carter, 2008) . Consequently the organisational change that is occurring is headed for constant state and open-ended process in contrast to self-contained and disconnected trials. The change models also seem to ignore the larger scale changes which require quick and drastic changes (including transformational), and seem to concentrate more on small scale change and incremental change (Carter, 2008). The scope of the new change models is important, as the planned change model may relate to situations in which directive methods are needed and consequently limits the scope for participation. A criticism that the newer change models seem to face was also faced by Lewin’s model, with the accusation that the change models imply that all members of the organisation involved the implementation are keen members, that is the change models are virtually overlooking the conflicts and resistance that arises in the change (Carter, 2008).

An organisation that has implemented successful change is CrysTel, through the implementation of a Communication model. Already a successful telecommunications company, CrysTel plan to bring further new innovations since they were challenged to main their market share. Constant communication allowed for easier transition throughout the change process (Higgs, 2009). Communication reminded members about what is expected, whilst providing support and encouragement through each step of the change process. Through the increased support offered by communication, momentum will generate, motivating team members to embrace the change initiatives (Higgs, 2005). Discussion through team meetings were encouraged as it helped reduce concerns through information being disseminated, and participation from all team members will reduce alienation and making everyone feel part of the team (Miles, 2010). Communication was emphasised with sides, the OD practitioner and team members both having a say, and stating their opinions regarding where possible problems lie and on ideas about the change process in general. Through the implementation of a communicating and readily available leading team, team members were able to gain further knowledge that brought about benefits, reducing the resistance to change. Short-term wins could also have been created with constant meetings taking place, monitoring staff throughout the transition process (Avey, 2009). Through this constant communication, barriers were broken regarding resistance to change due to team members gaining knowledge, influencing them to act to in a favourable manner, to deter negativities that arise without the application of change (Schulte, 2010). Communication will allow team members to receive knowledge, enabling them to improve their skills regarding the importance to reduce, reuse and recycle.

To conclude with, the nature of organisational change is very much at the core of organisation development. Organisational change and organisation development balance each other and are frequently referenced simultaneously. Both OD and change management similar goals; that are develop organisation effectiveness and efficiency. To an extent, OD incorporates change management with the use of change models. Change management is a phase of an OD program that perceives and answers the necessity for change. Organisations attempt to implement change using change models which are a set procedure to better the organisation at all levels.

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