Managing Change in Achieving Organisational Success in the 21st Century
“Managing Change in achieving organisational success in the 21st Century”
The importance of Organisational Development
Managing Globally and Locally (MBA 5710)
Lecture : Professor Beth Walker
Class : Monday / 17.30 – 20.30 pm
Student Name : Caroline Listijo
Student Number : 10256815
Assignment Due Date : 7 May 2012
TABLE CONTENT
1. BACKGROUND 3
2. OBJECTIVES 3
3. BRIEF DESCRIPTION OF RESEARCH TRACED 4
4. KEY FINDINGS 4
5. SUMMARY OF RESEARCH EVIDENCE TRACED 5
5.1. Definitions of Organisational Development (OD) 5
5.2. The Objectives of Organisational Development (OD) 6
5.3. Stage of Organisational Development (OD) 6
5.4. Interventions by change agents 7
5.5. Internal and external change agent 9
6. FUTURE RESEARCH 10
7. CONCLUSION 10
REFERENCES 11
BACKGROUND
This literature review is undertaken as part of Management Globally and Locally Unit (MBA 5710) to find evidence to support the idea that Organisational Development is one of the tools that can be utilised to manage change in order to achieve the organisational success in the 21st century (Samson & Daft, 2012). Mulili & Wong (2011) believe that Organisational Development (OD) is a good way which facilitates the organizations to upgrade their capacity and increase their potentiality. Additionally, Beckhard cited in Grieves (2010, p.23) states that “such change strategy were 'managed from the top ' in order to 'increase organizational effectiveness and health ' through interventions in the organization 's processes using behavioural science knowledge”. OD has been a controversial field from 1969 until now and this means that the definitions of it are quite broad, but only a few authors still attempt to analyze the definitions because they are more interested in the outcomes (Egan, 2002). This literature review will focus on the definitions that relate to the interventions of a change agent or OD practitioner. Andriopoulos &
The importance of Organisational Development
Managing Globally and Locally (MBA 5710)
Lecture : Professor Beth Walker
Class : Monday / 17.30 – 20.30 pm
Student Name : Caroline Listijo
Student Number : 10256815
Assignment Due Date : 7 May 2012
TABLE CONTENT
1. BACKGROUND 3
2. OBJECTIVES 3
3. BRIEF DESCRIPTION OF RESEARCH TRACED 4
4. KEY FINDINGS 4
5. SUMMARY OF RESEARCH EVIDENCE TRACED 5
5.1. Definitions of Organisational Development (OD) 5
5.2. The Objectives of Organisational Development (OD) 6
5.3. Stage of Organisational Development (OD) 6
5.4. Interventions by change agents 7
5.5. Internal and external change agent 9
6. FUTURE RESEARCH 10
7. CONCLUSION 10
REFERENCES 11
BACKGROUND
This literature review is undertaken as part of Management Globally and Locally Unit (MBA 5710) to find evidence to support the idea that Organisational Development is one of the tools that can be utilised to manage change in order to achieve the organisational success in the 21st century (Samson & Daft, 2012). Mulili & Wong (2011) believe that Organisational Development (OD) is a good way which facilitates the organizations to upgrade their capacity and increase their potentiality. Additionally, Beckhard cited in Grieves (2010, p.23) states that “such change strategy were 'managed from the top ' in order to 'increase organizational effectiveness and health ' through interventions in the organization 's processes using behavioural science knowledge”. OD has been a controversial field from 1969 until now and this means that the definitions of it are quite broad, but only a few authors still attempt to analyze the definitions because they are more interested in the outcomes (Egan, 2002). This literature review will focus on the definitions that relate to the interventions of a change agent or OD practitioner. Andriopoulos &
References: Anderson, D. L. (2010). Organization Development : The process of Leading Organization Change. London: SAGE Pbulications, Inc. Andriopoulos, C., & Dawson, P. (2009). Managing Change, Creativity & Innovation. London: SAGE Publications Ltd. Burke, W. W. (2008). Organization Change : Theory and Practice. London: SAGE Publications, Inc. Burke, W. W., Church, A. H., & Waclawski, J. (1993). What Do OD Practitioners know about managing change ? Leadership & Organization Development Journal , 14 (6), 3-11. Egan, T. M. (2002). Organization Development : An examination of definitions and dependent variables. Organization Development Journal , 20 (2), 59-70. Flamholtz, E., & Hua, W. (2002). Strategic Organizational Development and the bottom line : further empirical evidence. European Management Journal , 20 (1), 72-81. Grieves, J. (2010). Organizational Change. New York: Oxford University Press. Mukherji, A., & Mukherji, J. (1998). Structuring organizations for the future : analyzing and managing change. Management Decision , 36 (4), 265-273. Mulili, B. M., & Wong, P. (2011). Continuous Organizational Development (COD). Industrial and Commercial Training , 43 (6), 377-384. Saka, A. (2003). Internal Change agents ' view of the management of change problem. Journal of Organizational Change Management , 16 (5), 480-496. Samson, D., & Daft, R. L. (2012). Management, Fourth Asia Pasific Edition. South Melbourne, Victoria Australia: Cengage Learning Australia. Schifo, R. (2007). Electric Utility achieves business results through Organizational Development. Organization Development Journal , 25 (4), 135-139. Wirtenberg, J., Lipsky, D., Abrams, L., Conway, M., & Slepian, J. (2007). The future of Organization Development : enabling sustainable business performance through people. Organization Development Journal , 25 (2), 11-22.