1. Define organisation development and organisation transformation.

How are they different? Is it possible for these approaches to co-exist?

Why or why not?
Organisational transformation (OT) is a short term or instantaneous approach to
change whereas organisational development (OD) is a structured, methodical
and mostly seamless approach to change. OD tends to gain the buy-in of the
majority of the organisation through active consultation and participation.
In my opinion, I believe that both these approaches can co-exist in a given
organisation. Most organisations are not immune from external factors which
may significantly influence the direction organisations take. To allow for prompt
recovery or re-alignment of organisational objectives due to changing external
factors the organisation must be ready to apply the OT approach to change. The
key to applying OT is knowing when to stop and return to an OD approach.
Constant management of the pendulum swing between OT and OD can assist in
both these approaches coexisting in an organisation.
2. Organisation development attempts to help an organisation cope
with various aspects of the organisation's environment. What are these
aspects? Describe current examples of OD and explain its value to the
organisation.
Organisational development applies behavioural science methodologies to assist
with change. This change can be caused due to bother external and internal
environmental factors such as public perception, technological advances,
leadership, culture, economic conditions to name a few.
Coca-Cola can be used as a good recent example of OD. OD is currently ongoing
at Coca-Cola. A recent article featuring the President of Coca-Cola North America
in the Bloomberg Businessweek states that the company is in the process of
tackling the decline in global soda sales. He addresses the cultural change
undergone by the American population to healthier beverage options. To address
this shift in the environment, Coca-Cola is investing a significant portion of its
resources to diversification and a significant shift to addressing the portion size
of its products. Without this long term OD approach, the decline in soda sales
could affect the future of the company.
3. What role does behavioural science play in OD? Is it an important
element of OD?
OD utilises the human element as a key factor to successfully implement
change. Each interaction in an organisation is different due to the human
component. Understanding behavioural science can assist in how each situation
can be approached and hence, increase the chance of successful OD.
4 The metaphor of a pendulum for change has been used to describe
the constantly changing demands for change. List examples of each
spectrum (extreme) of the pendulum.
OT is change that is reactive, unplanned and usually forced upon. As the text
book suggests, it does have a pendulum effect, whereby the change initiated
utilising the OT method can eventually transform into OD. A good example of OT
is the Pathway to Change program within Defence. This program was initiated as

an initial reaction to the Skype incident at the Australian Defence Force

Academy. Defence adapted to meet the expectations of the Australian public by
initiating this review. This initial reaction and the follow on immediate action
taken by Defence can be determined to be OT.
Few years post the initial review, the Pathways to Change program is heavily
embedded in most aspects of Defence. Continuous consultation occurs at all
levels to determine if the change is being implemented appropriately and
policies are being updated to better address the Culture within Defence. This
change is now moving toward an OD model.
5 It has been stated that if you change any one of strategy, structure
or process in a change implementation, this has an impact on the other
components. Provide an example of how this can occur.
Change management in an organisation is expected to be a holistic approach.
Each section or department is involved and is working together to achieve the
organisations goals. The coordination of the change should be based on an
agreed plan or process. Deviating from the agreed change implementation
process can impact on other sections.
6 Likerts participative management (System 4) suggests that
organisations have one of four types of management systems. Provide
examples from your own experience of each system.
Explosive Authoritative:
Benevolent Authoritative: you can see this approach in a lot of small businesses.
An example could be the relationship between a restaurant owner and their
employees
Consultative Systems: the modern day ADF can be used as an example of this.
The Maintenance Productivity Improvement Plan can be a prime example of this
approach. Continuous consultation is occurring with technicians in the cold face
to determine what changes need to be implemented to improve maintenance
efficiency. The overall decision to implement change still remains with
management.
Participative: New start-up companies are a good example of this approach.
Collaborative thinking is used heavily when developing the company or
implementing improvements and change. This fosters a level of ownership within
the whole team.
7 With what functional considerations do practitioners need to be
familiar if they are to create strategic change? Strategic change often
has been confused with organisational transformation why has that
been the case?
Practitioners need to understand the all the internal and external factors that
affect the organisation. For example, an understanding of the organisations
internal culture can help identify how the overall strategy can be implemented.
Customer base, financial outlook of the industry, competition can be other
facets. Strategic change looks at change in the long term and is aligned with OD

where organisational transformation many not necessarily allow enough time to

consider all aspects which gets taken into consideration during strategic change.
8 Why should one study OD? What are the major contributions OD can
bring to an organisation?
OD takes into account the human factor. Currently humans are a key enabler
for organisations to successfully function. OD can use the human factor to
achieve the overall strategic goals with minimal disruption to the workforce.