MG312

Organizational
Development
Activities 11- 14

Name
Sabnul Nisha
Student ID

: Safia
: s11100328

Tutorial Day : Wednesday

5-6pm
Year

: 2016

Unit 11
Activity 11.1
Organization transformation (OT) involves qualitatively different ways of
perceiving, thinking and behaving in organizations and requires top managers to
take an active leadership role. It 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 the firm's business strategy,
which, in turn, may require modifying corporate culture as well as internal structures
and processes in order to support the new direction, whereas organizational
development a(OD) is all about improving performance at the individual, group, and
organization levels. It is about improving the organizations ability to effectively
respond to changes in its external environment, and it's about increasing internal
capabilities by ensuring the organizational structures, human resources systems,
job designs, communication systems, and leadership/managerial processes fully
harness human motivation and help people function to their full potential.
OT is said to be a revolutionary because sudden changes are brought in
organizations to adapt to changing environments. An example would be an
acquisition, where the acquired company would have to quickly adapt to the new
working environments and culture imposed by the parent company.
However, OD is said to be evolutionary because the change process is slow so that
all individuals can adapt to the changes gradually. It is not a straight or sudden
process. An example would be the process of formulating new rules for the
organization, i.e. by having continuous consultations with employees on rule
formulation, considering views, having a vote and finally deciding the finalized set
of rules.

Unit 12
Activity 12.2
Key types of change:

Developmental change Is a change process which improves what was

been done currently rather than creating something new. It improves skills,
processes, methods, performance standards or conditions. An example would
be that a certain change increases the sales or quality of a product.

Transitional Change Is a shift in the way a process is completed and is

designed to increase efficiency. A transitional change could involve the
automation of a manufacturing process that was once done by hand such as
land was ploughed by hand or by pulling a cow through the land but now
tractors have been introduced which can do double the work with much less
effort.

Transformational change Is a shift in the business culture of an

organization resulting from a change in the underlying strategy and
processes that the organization has used in the past. A transformational
change is designed to be organization-wide and is enacted over a period of
time. An example would be in USP where the ICT department starts to use
new technology in the running of all the devices which run on the USP
network, such as all devices need to have McAfee virus enterprise software in
order to use the USP-wifi, so the students who do not know about this or are
using some other anti-virus and do not want to swap would create issues that
would disrupt this change.

Unit 13
Activity 13.3
Key Features of the Integrated Strategic Change Process (ISC):

The relevant unit of analysis is the organization's strategic orientation

comprising its strategy and organization design. Strategy and the design that
supports it must be considered as an integrated whole.
Creating the strategic plan, gaining commitment and support for it, planning
its implementation, and executing it are treated as one integrated process.
The ability to repeat such a process quickly and effectively when conditions
warrant represents a sustainable competitive advantage.
Individuals and groups throughout the organization are integrated into the
analysis, planning, and implementation process to create a more achievable
plan, to maintain the firm's strategic focus, to direct attention and resources
on the organization's key competencies, to improve coordination and
integration within the organization, and to create higher levels of shared
ownership and commitment

Mergers are the integration of two previously independent organizations into a

completely new organization. For example, Royal weddings Fiji and Reshmis
Mandap Decorations merge to form The Wedding Planners.
Acquisition is the purchase of one organization by another for integration into the
acquiring organization. For example, Coca cola buys Fiji Sugar corporation from the
government as a subsidiary for their company.

Key Differences
Mergers
Acquisitions
Two separate entities combine
It is a takeover by one entity on
forces to create a new joint
another and the acquired
organization
company becomes an asset for
the larger company.
Require the two companies to
The larger company takes over
consolidate into a new entity with
of all the operational
a new ownership and
management decisions of
management structure.
another.
Is a collaborative partnership

Is either friendly or hostile.

Unit 14
Activity 14.7
The main Characteristics of Future organizations:

Employment security when employees fear that they could lose their jobs
anytime, employee do not operate efficiently. So all organizations must
provide employees with the assurance that they have a secure job in order to
increase efficiency in the organization.
Selective hiring Organizations must ensure that they recruit the right
people for the right job because employees of the organization are a key part
that can lead the organization to success or failure.
Self-Managed Teams and Decentralization as Basic Elements of
Organizational Design An organization needs to organize employees into
self-managed teams to achieve a high performance management system.
The reason is that employees get lot of autonomy and discretion which
translates into job satisfaction.
Training The amount of training and the commitment of the organization to
continually train employees is very essential for proper functioning of the
organization. Employees need to have required skills in order to help the
organization progress.
Reduction of status Organization needs to make employees feel valuable
and important and this can be done through removing the hierarchical
structures and the status distinctions that separate individuals and groups.
Making employees feel valued would motivate them to perform better and
help the organization achieve its goals and more.