THE CATHOLIC UNIVERSITY OF EASTERN AFRICA

Organization development assignment

Question: organizational change development

Students: CHARITY LOLKIPAYENGI 1035355

LEONITA NZONZI TANPWO 1039801
RODRIGUE ONANGE MAYANGE 1035358
INTRODUCTION

Change is a constant, a thread woven into the fabric of our personal and
professional lives. Changes occurs within our world and beyond – in
national and international events, in the physical environment, in the way
organizations are structured and conduct their business, in political and
socioeconomics problems and solutions, societal norms and value. As
the world becomes more complex and increasingly interrelated, changes
seemingly far away affect us. Thus, change may sometimes appear to
occur frequently and randomly. We are slowly becoming aware of how
connected we are to one another and to our world. Organizations must
also be cognizant of their holistic nature and of the ways their members
affect one another. The incredible amount of change has forced
individuals and organizations to see ‘‘the big picture’’ and to be aware of
low events affect them and vice versa.

Organization development (OD): is a field of study that addresses

change and how it affects organizations and the individuals within those
organizations. Effective organizational development can assist
organizations and individuals to cope with change. Strategies can be
developed to introduce planned change, such as team, buildings efforts,
to improve organizational functioning. While change is a ‘given’’, there
are a number of ways to deal with change ; some useful, some not.
Organizational development assists organizations in coping with the
turbulent environment, both internally and externally, frequently doing so
by introducing planned change efforts.
Organizational development can be defined as an objective-based
methodology used to initiate a change of systems in an entity.
Organizational development is achieved through a shift
in communication processes or their supporting structure. Studying the
behavior of employees enables professionals to examine and observe
the work environment and anticipate change, which is then affected to
accomplish sound organizational development.

Organizational development is a relatively new area of interest for

business and the professions. While the professional development of
individuals has been accepted and fostered by a number of
organizations for some time, there is still ambiguity surrounding the term
organizational development. The basic concept of both professional
development and organizational development is the same, however, with
an essential difference in focus. Professional development attempts to
improve an individual’s effectiveness in practice, while organizational
development focuses on ways to improve an organization’s overall
productivity, human fulfillment, and responsiveness to the environment.
These goals are accomplished through a variety of interventions aimed
at dealing with specific issues, as well as through ongoing processes.

Benefits of Organizational Development

Increasing productivity and efficiency comes with many benefits. One of

the best ways to encourage positive results in these metrics is by using a
well-thought-out organizational development structure. Organizational
development is used to equip an organization with the right tools so that
it can adapt and respond positively (profitably) to changes in the market.
The benefits of organizational development include the following:

1. Continuous development
Entities that participate in organizational development continually
develop their business models. Organizational development creates a
constant pattern of improvement in which strategies are developed,
evaluated, implemented, and assessed for results and quality.

In essence, the process builds a favorable environment in which a

company can embrace change, both internally and externally. The
change is leveraged to encourage periodic renewal.

2. Increased horizontal and vertical communication

Of considerable merit to organizational development is effective

communication, interaction, and feedback in an organization. An efficient
communication system aligns employees with the company’s goals,
values, and objectives.

An open communication system enables employees to understand the

importance of change in an organization. Active organizational
development increases communication in an organization, with feedback
shared continuously to encourage improvement.

3. Employee growth

Organizational development places significant emphasis on effective

communication, which is used to encourage employees to effect
necessary changes. Many industry changes require employee
development programs. As a result, many organizations are working
toward improving the skills of their employees to equip them with more
market-relevant skills.

4. Enhancement of products and services

Innovation is one of the main benefits of organizational development and

is a key contributing factor to the improvement of products and services.
One approach to change is employee development , a critical focal point
is a reward for motivation and success.

Successful engagement of employees leads to increased innovation and

productivity. Through competitive analysis, consumer expectations, and
market research, organizational development promotes change.

5. Increased profit margins

Organizational development influences the bottom line in many ways. As

a result of increased productivity and innovation, profits and efficiency
increase. Costs come down because the organization can better
manage employee turnover and absenteeism. After the alignment of an
entity’s objectives, it can focus entirely on development and product and
service quality, leading to improvements in customer satisfaction.

Both change and organizational development. Educators,

including those in the judiciary, must be familiar with the dynamics of
organizational change, since all educational activities, both at the
individual and organizational level, deal with effectin change.
Organizational development and change efforts go hand-in-hand; judicial
educators who are interested in effecting change within their
organizations must first thoroughly understand the dynamics of change.
They must think in terms of the court system and the judicial education
apparatus as organizations for which they may play a role as change
agent. Within different parts of these systems, judicial educators may
play different roles in the change process.

Organizational development will also be discussed in this chapter. One

specific OD strategy, team-buildings, will be examined in some depth.
This strategy, If institutionalized effectively, can reduce the need for
outside consultants.

What is organizational change:

Organizational changes refer to any alteration that occurs in total work

environment. Organizational changes are an important characteristic of
most organization. An organization must develop adaptability to change
otherwise it will either be left behind or be swept away by the forces
change. Organization change is inevitable in a progressive culture.
Modern organizations are highly dynamic, versatile and adaptive to the
multiplicity of changes.

Organisational change refers to the alteration of structural relationships

and roles of people in the organization. or refers to the actions in which a
company or business alters a major component of its organization, such
as its culture the underlying technologies or infrastructure it used to
operate, or its internal processes. It is largely structural in nature. An
enterprise can be changed in several ways. Its technology can be
changed, its structure, its people and other elements can be changed.
Organisational change calls for a change in the individual behaviour of
the employees.

Causes of organizational change

(A) External Pressures:

i. Change in Technology and Equipment:

Advancements in technology is the major cause (i.e., external pressure)
of change. Each technological alternative result in new forms of
organization to meet and match the needs.

ii. Market Situation:

Changes in market situation include rapidly changing goals, needs and

desires of consumers, suppliers, unions etc. If an organization must
survive, it has to cope with changes in market situations.

iii. Social and Political Changes:

Organisational units literally have no control over social and political

changes in the country. Relations between government and business or
drive for social equality are some factors which may compel for
organisational change.

(B) Internal Pressures (Pressures for Change from Within the

Organisation):

i. Changes in the Managerial Personnel:

One of the most frequent reasons for major changes in the organisation
is the change of executives at the top. No two managers have the same
style, skills, or managerial philosophies.

ii. Deficiencies in the Existing Organization:

Many deficiencies are noticed in the organisations with the passage of

time. A change is necessary to remove such deficiencies as lack of
uniformity in the policies, obstacles in communication, any ambiguity…

iii. Other Factors:

Certain other factors such as listed below also demand a change in the
organisation.
Employee’s desire to share in decision-making

Employee’s desire for higher wage rate

Improvement in working conditions…

Resistance to Organisational Change:

Resistance to change is perhaps one of the baffling problems a manager

encounters because it can take many shapes. People may resign, they
may show tardiness, loss of motivation to work, increased absenteeism,
request for transfer, wild-cat strikes, shoddy work, reduction in
productivity…