The paper "Managing Organizational Change: Forum Contribution " is a great example of management coursework. There are various aspects of managing organizational change which enable an organization to anticipate and react effectively to changes in the business environment. This essay will discuss some of the learning frameworks that inform organizational change and organizational development interventions which help the organization gain control over its environment. The essay will discuss organizational learning and knowledge management and organizational development interventions such as organizational design, conflict resolution and transorganizational systems. Organizational Learning and Knowledge Management Organizational learning (OL) refers to how employees and teams in an organization learn and share knowledge through organizational structures and social processes.
Unlike individual learning, OL must be done for organizational purposes, it must be shared or distributed among the members of the organization and this learning must take place within and be embedded in organizational systems, structures and culture. The organization can learn without the individual learning and vice versa, but OL activities such as process design and improvements in service delivery will remain with the organizations even if its members change. On the other hand, knowledge management (KM) focuses on the tools, techniques or methods through which organizations are able to collect information and convert it into knowledge that is useful to it such as in improving performance.
In KM, organization knowledge refers to what the members of an organization know about its processes, its products, its customers and its competitive environments. It is important as it contributes to organizational performance since when it is applied effectively to the organization’ s competitive strategy it will yield a competitive advantage. In addition, this knowledge is important as it can be used to add value for customers and leverage across products and geographical regions when it is unique to the firm and not easily obtainable by its competitors. Organizational Design One of the approaches to organizational design is a self -design change strategy.
This includes “ Built-to-change” (B2C) which refers to an organization whose elements are designed for continuous, organic change or intervention or approach that focuses on redesigning the various components of the organization in anticipation of, response and accommodation of continuous change rather than normal operations (stability).
A B2C organization is able to realise a virtuous spiral where it is able to continually modify its capabilities and designs in response to the environment, sustain dynamic alignment and create a self-reinforcing cycle of escalating performance. Organizational Development (OD) Interventions There are several forms of OD interventions used in different situations. This includes T-groups where strangers meet with a professional trainer mainly to explore social dynamics which emerge from their interactions. T-groups are mainly used when managers want to learn about the effect of their behavior on others.
Process consultation is another OD intervention where a process consultant facilitates group members to gain the skills to diagnose and solve their own problems independently. A process consultant is a professional who facilitates self-problem solving in groups by helping people diagnose the nature and extent of their problems which ultimately enlightens them on how to solve their own interpersonal problems rather than prescribing solutions. Process consultation is mainly used when the client has a problem but is not aware of its source and how to resolve it or in circumstances where the client may learn or benefit from diagnosis of the problem.