OB assignment help essay on: Organizational development and human resource management
Organizational change or development is concerned with the area that addresses changes and analyze its effect on both the organization and individuals within the same organization. It is noticed that organizational development refers to both professionals and the business simultaneously. Hence, this essay describes the repeated experiences with the organizational changes or development. Further, the understanding level of people from these changes has also been taken into consideration as a part of the discussion. In light of such organizational changes, a study has been analyzed to assess whether these changes make any damages to the organization and individual that cannot be repaired.
In today’s world changes are taking place rapidly according to the requirement. Globalization has played a vital role in developing the market changes and opportunities for future growth and higher positive returns in the organization. Organization changes are likely to make changes in overall productivity and revenue of the company. The experience with some of the organization changes state that it offers the opportunities for employees to work like as a human being first rather than resources involved in a process of production or operation (Dobiey &Wargin, 2001). Moreover, a common goal is set and work is sought to increase the effectiveness and efficiency of the organization by achieving the goals and objectives. Apart from this, a changing environment of an organization also attempts to create the atmosphere where more exciting, innovative and challenging work can be accomplished. In this context, a good number of strategies are applied at the organizational level (Diane, 2008).
Furthermore, it has been researched and noticed that the success rate for implementation of new and significant organizational changes is very low because of some major changes. Moreover, the repeated experience with organizational changes demonstrates that some organizational situations are modified which is sometimes become unsatisfactory up to an extent. In this case it is found that changes will not take place until the requirement for change is vital (Resnick, 2012). Experience of organizational changes includes the leaders and the transformations made. Besides, according to the people changes can be viewed from two perspectives, episodic and continuous. From episodic perspective, the organizational changes are delineated at a macro level and on the other hand it is understood that leaders are competent enough to make the changes according to the desired results. It is considered as the most significant changes made by the leaders of the organizations (Kavakli & Loucopoulos, 2006).
Alternatively, changes from continuous perspective refers to the changes are being made at micro level and consistently. This also states that transformations are made within a conceptual framework and does not involve any leader or agent for the changes. Each individual is concerned with the framework and changes occur when individuals act upon something. Effect of repeated experience can be termed with the involvement of changing leaders and individual employees in organizational development (Andrews, Cameron & Harris, 2008). To review the experience of changes, interviews were held with different organizations. These interviews revealed that information used for the changes included data, expertise knowledge, political intelligence and knowledge of technology as well. When an organization goes for the transformation process, it needs funds, material, human resources and time as well (Lejarraga & Gonzalez, 2011).
After viewing the changes, the effect of these changes on people can also be noticed. People learn a lot from these changes and get to know the areas where they are lacking mainly. They start making a learning organization and for that continuous improvement programs are conducted in order to improve the learning areas. One of the major implications of organizational changes has been discussed through a case of electronic manufacturing industry. The case represents that people understood the need of changes at both individual and organizational level and therefore improved the level of technologies used and product-life cycle management of the organization. After such changes it was noticed that the organizations having strong information technologies are more successful. Further, the organization level changes provides the people stability factor. On the other hand, people started relying on systematic problem solving which gave accurate and positive output in favor of organization (Bruck, 2002).
Furthermore, they learned from their past experiences and noticed the current changes and therefore evaluated their successes and failures for making further improvements. In support, people follow the leaders and work effectively in a team after concerning the changes made. Leaders inspire the people for motivation and to accept the challenging tasks and to set their own vision. Therefore, employees learn from the changes and have resulted in acquisition of competitive strength and improve the work relationship among employees. In another words, leaders lead the employees to make changes which automatically affect the psychological ad behavioral attachment of employees. In this context, it is summarized that social relationships influence the perceptions of employees toward the climate of change. After changes, people get more committed, held great level of satisfaction and work toward a common goal Of the organization (Haydn & Mark, 2000).
Alternatively, some employees have concern about being disengaged from the organization as high-value frameworks are added to the organization and old ones are eliminated. Therefore, they improve themselves and try to learn about the new systems and values. Along with these changes improvements, there are some damages that can take place that either cannot be repaired or take very long period for it. First, there can be a risk of losing organizational history during the relocation of old building to a new one. Once it gets damaged or lost, less possible changes to get it back in the organization’s framework. Next, changes in service values also cannot be repaired easily after changes occur (Liz. Et al, 2008).
Further, if resources are not satisfied with the new system’s implementation and new high class structure, there can be a risk of their resign at that time. It will be one of the most serious damages to the enterprise, if a good experienced and senior employee leaves the organization. The place of that employee cannot be filled quickly. Moreover, the repeated experience of organization changes can cause effects such as sense of job security & competence, social relationships among employees, sense of trend and direction, region and job. The changes can form a sense of anger & betrayal among the people working together in an organization which eventually leads to low concentration skills. The organizational issues also invite to external issues like political and legal issues, poor funding and resourcing from outside parties (Fedor, Caldwell & Herold, 2006).
The effect of changes states that sometimes employees get frustrated with overload of work and result in wrong reports and provide negative output. The organization pays for such damages that cannot be repaired and therefore shake the image of organization. This happens because of changes in job design that are downsizing and unwanted by the employees. Apart from this, changes can cause the less self-confidence in employees which makes the incompetent and needy due to the constant and unwanted changes. Employees become used to work in well-established environment and if something is transformed, it disturbs them and make powerless in some situations (Moore, Grunberg & Greenberg, 2004).
Changes in the regular routine of the employee at an organizational level crates confusion and chaos. Besides, there are some damages or loss to the organization after changes which are repairable with the passage of time. Like Uncertainty and vulnerability among them which entails and creates the desire in them to punish the organization. Afterward, it also makes the morale down and therefore decreases the productivity and results in low returns for the company. The loss of productivity and low returns in business is the biggest monetary damage for the company which cannot be revamped (Stanford University, 2012).
However, damages can be control during the organizational changes for better work relationships. For this, information should be disseminated to the employees before making the changes in the organization so that they could get ready for the changes. Moreover, sufficient time should be provided for verbal interactions in order to help and encourage the employees around. Similarly, steps should be taken to resolve the long-standing conflicts (EAP, n.d).
On the basis of overall discussion, it can be said that strategies are introduced to implement the organizational changes. The changes are made for both individuals and organization’s level. It takes positive thoughts into consideration that indicate the positivity for changes, new work environment and commitment of employees. Further, the essay has demonstrated the effects of changes and highlighted the area f improvements. After adding the high-valued structures and new technology implementation in the organization makes the work easier and people competitive to provide effective and efficient results. Next, the changes in people also have been discussed which they have improved upon. Afterward, essay illustrated the damages due to changes such as loss of organizational history and reports after relocation of the enterprise. Moreover, it depicted that employees’ psychological attachments, work behavior, social relationships, and concentration level gets affected by the changes and leads to less productivity and low returns for company’s business. In this way, it should be noticed that strategies for transformation must seek that employees take both perspectives quality and quantity of information into mind for changes.
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