QUESTION 1

What you understand by organization development, organization change, and organization

transformation. How are they similar or different? By relating to an example or examples
of an organizational practice (real or hypothetical organization) is it possible for these
approaches (organization development, organization change and or organization
transformation) to coexist? Why? Why not?

Organization development is a system-wide application of behavioral science

knowledge to the planned development and reinforcement of organizational strategies,
structures and processes for improving an organizations effectiveness. Organization
change includes changing organizations structure, technology and process, and business
model to gain competitive advantage. In order to be successful in the rapidly changing
competitive world and to adapt to the environmental changes, organizations plan change.
The change forces can be internal or external.

Organizational change facilitates catering to increasing customer demand, creating

a growth opportunity for employees to develop their skills, and to be competitive in the
business environment. All this change result in improvement of the bottom-line. When
organization change takes place, there is always resistance for the change. Therefore,
managing resistance is an important part of the organizational change. A change agent
involves in managing the organizational change.

Organizational development is a planned effort taken to increase the organizations

effectiveness and implement the organizational change. This focuses on one specific area
of change and facilitates it. Organizational development is concerned about achieving
effectiveness and organizational performance through employee skills development. By
developing human potential, organizational development assists for organization change.
The development techniques that are used are sensitivity training, survey feedback
approach, process consultation, team building, etc.

Organizational transformation is a type of organizational change that involves a

radical, fundamental change, rather than an incremental change. An example of
transformational change might be changing an organizations structure and culture from the
traditional top-down, hierarchical structure to a large amount of self-directing teams.
 Organization development, organization change and or organization transformation
have to coexist in each other. Organization transformations can occur in response to or in
anticipation of major changes in an organizations environment or technology. In addition,
these changes are often associated with significant alterations in a firms business strategy,
which, in turn, may require modifying corporate culture as well as internal structures and
processes in order to support the new direction. Such fundamental change entails a new
paradigm for organizing and managing organizations. It involves qualitatively different
ways of perceiving, thinking and behaving in organizations. Movement towards this new
way of operating requires top managers to take an active leadership role. The change
process is characterized by considerable innovation and learning. This process continues
almost indefinitely as organization members discover new ways of improving the
organization and adapting it to changing conditions.

Organization transformation, however, is often responsive and reactive rather than

planned change. It is often perceived as quick fix in environments which are largely
unpredictable and is often perceived as revolutionary rather than evolutionary. The focus
for transformational change is largely external rather in contrast to the internal
organizational focus of OD.

QUESTION 2
How do you think the OD Principles of Practice would influence how an OD consultant
does his or her job? Discuss whether you believe that the OD Principles of Practice will add
business value to an organization.

OD practitioners face considerable challenges when trying to influence change.

These include operating within the micro-political climate in the workplace; a lack of
resources, including time and money; organizational bureaucracy/red tape and a lack of
senior-level support for the OD role. Some practitioners also say that the OD role is poorly
defined in their organization. Others feel they lack the authority to undertake OD
assignments or they lack the skills or knowledge about OD techniques. To overcome these
challenges, organizational development practitioners require a range of skills and attributes.
At their heart, are soft skills in facilitation, influencing and consulting. These will be
coupled with expertise in areas such as organizational design.

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 Just as important is the mindset of practitioners and the extent to which they are able
to commit to the central values of OD and reflect on their own practice. The most
purposeful, effective practitioners live and breathe these values through every intervention
they make. OD Practitioners also need:
A firm commitment to the organizational self-help approach and the ability to act as a
change agent.
Strong interpersonal skills, relationship building skills and humanistic values.
Business and strategic awareness.
An understanding of human processes such as trust, dependency and ethics.
A knowledge of OD/intervention tools.
A true appreciation of the value of data and enquiry.

OD attempts to assist organizations to revitalize, rebuild and reorganize their

strategies, structures and processes. It attempts to help organizations cope with the changes
in their environment brought about by globalization, information technology and
managerial innovation. It does this by facilitating employee involvement in the welfare of
the organization, as it rewards them for their performance rather than the time they spend
on particular tasks.