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Essays on Organizational Development, Reasons for Change Resistance and Strategies, Four Categories of Change Agent Knowledge and Skills Assignment

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The paper “ Organizational Development, Reasons for Change Resistance and Strategies, Four Categories of Change Agent Knowledge and Skills” is a   meaty example of the assignment on management.   Organizational developers spend months or even years to constructing companies so that they fit a given strategic design (Anderson, 2010). In some instances, such specialized are forced to develop new companies or restructure the existing ones. However, in order to ensure success in the development of organizations, the process needs to incorporate specific characteristics including attracting and retaining intellectual capital (Waddell et al. , 2014). In order for any organization to be securely strategized in a new business environment, it is critically important to attract highly skilled and specialized personnel.

The key objective of such persons is to drive the much-needed change and integrating all systems that will support productivity in line with the existing competition (Cummings & Worley, 2009). In this process, the underperforming employees may be laid off while senior and skilled personnel such as highly qualified engineers are employed or retained (Waddell et al. , 2014). Secondly, organizational development requires that employees be trained on various aspects.

for example, if the development has introduced new policies, the new and existing employee will undergo training on how to implement the rules and integrate them into all organizational processes. Thirdly, cultivating and marketing competency must be involved in the organizational development process (Waddell et al. , 2014). Notably, developing and new organizations strengthens the traits in which senior executives would like the company to be known for (Cummings & Worley, 2009). Such key traits are called “ core competencies” . For instance, a new company that wants to have a competitive advantage may want value, innovation, quality, and customer service to be its core competencies.

Lastly, the development of an organization should incorporate future strategy in its planning.

References

Aldrich, H. (2008). Organizations and environments. Stanford, Calif: Stanford Business Books.

Anderson, D. L. (2010). Organization development: The process of leading organizational change. Los Angeles: Sage.

Cummings, T. G., & Worley, C. G. (2009). Organization development & change. Australia: South-Western/Cengage Learning.

Daft, R. L., & Marcic, D. (2009). Understanding management. Mason, OH: South-Western Cengage Learning.

Iqbal, T. (2011). The impact of leadership styles on organizational effectiveness: Analytical study of selected organizations in IT sector in Karachi. Munich: Grin Verlag.

Peng, M. W. (2014). Global business. Mason, OH: Cengage Learning/South Western.

Waddell, D.M., Creed, A., Cummings, T.G. & Worley, C.G. (2014). Organisational Change,

Development & Transformation (Asia Pacific 5th ed.). South Melbourne Vic: Cengage Learning Australia.

Yaeger, T. F., Head, T. C., & Sorensen, P. F. (2006). Global organization development: Managing unprecedented change. Greenwich, Conn: Information Age Publ.

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