Organization’s Change

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Understanding Your Organization’s Change NeedsApplying a standardized organizational change strategy used by another leader may provide a starting point for establishing a change management process, but it may not necessarily produce positive results. In fact, the uniqueness of the organization and its culture will determine the type of change strategy needed and how and when to implement the change. When initially recognizing the need for organizational change, it is important to not only identify the transformation needed but to consider the specific internal and external stakeholders the change will affect. This is critical because the change management strategy must contain steps that will help you mitigate the influence of stakeholders who may disrupt the success of the change. The strategy should also contain training for continual improvement so that training is an integral part of the change and the change process includes the means for monitoring or measuring the success of the change.Post an assessment of the role of organizational development in promoting effective change management, including how you would present this key information to stakeholders in a business setting. Your assessment should address the following:Based on your readings this week, what would you say are the two fundamental and critical aspects of organizational development that enable successful organizational change to happen and promote lasting success? Mention the concepts and theories when explaining your position with correct APA citations and references. Discuss how an organization you were a part of introduced a change effort, and explain whether you believe the effort was successful or unsuccessful using the OD and change vernacular. (In this case, you should define success in relation to the acceptance of the change by the employees and whether the organizational change was sustainable, lasting, and met the initial objectives.) Additionally, provide one or two suggestions for things that could be improved for future change projects. If you had to present your findings to a group of key stakeholders, how would you organize this presentation, and what presentation techniques would you employ? Think about a professional presentation that was particularly effective or that spurred several questions. What strategies would you implement to receive and address critical feedback? Share any lessons learned from prior work, life, or seminar presentations that would help you effectively present your assessment and gain buy-in.Be sure to support your work with a minimum of two specific citations from this week’s Learning Resources and at least one additional scholarly source. Ali, A., & Ivanov, S. (2015). Change management issues in a large multinational corporation: A study of people and systems. International Journal of Organizational Innovation, 8(1), 24–30. Note: Retrieved from the Walden University databases. Andersson, G. (2015). Resisting organizational change. International Journal of Advanced Corporate Learning, 8(1), 48–51. doi:10.3991/ijac.v8i1.4432 Note: Retrieved from the Walden University databases. Buchanan, D., Claydon, T., & Doyle, M. (1999). Organisation development and change: The legacy of the nineties. Human Resource Management Journal, 9(2), 20–37. doi:10.1111/j.1748-8583.1999.tb00194.x Note: Retrieved from the Walden University databases. Cavalcante, S. A. (2014). Designing business model change. International Journal of Innovation Management, 18(2), 1–22. doi:10.1142/S1363919614500182 Note: Retrieved from the Walden University databases. Cummings, T. G., & Cummings, C. (2014). Appreciating organization development: A comparative essay on divergent perspectives. Human Resource Development Quarterly, 25(2), 141–154. doi:10.1002/hrdq.21186 Note: Retrieved from the Walden University databases. Dickens, P. M. (2015). Strategic OD and complexity. OD Practitioner, 47(3), 38–43. Note: Retrieved from the Walden University databases. French, W. L., & Bell, C. H. (1971). A definition and history of organization development: Some comments. Academy of Management Proceedings, 146–153. doi:10.5465/AMBPP.1971.4980975 Note: Retrieved from the Walden University databases. Heorhiadi, A., Conbere, J., & Hazelbaker, C. (2014). Virtue vs. virus. OD Practitioner, 46(3), 27–31. Note: Retrieved from the Walden University databases. Katz, J. H., & Miller, F. A. (2014). Learning from the journey. OD Practitioner, 46(4), 39–43. Note: Retrieved from the Walden University databases. Marshak, R. J. (2015). My journey into dialogic organization development. OD Practitioner, 47(2), 47–52. Note: Retrieved from the Walden University databases. Moyce, C. (2015). Resistance is useful. Management Services, 59(2), 34–37. Note: Retrieved from the Walden University databases. Pasmore, W. (2014). Deconstructing OD. OD Practitioner, 46(4), 31–34.X Note: Retrieved from the Walden University databases. Pfeffer, J. (2013). You’re still the same: Why theories of power hold over time and across contexts. Academy of Management Perspectives, 27(4), 269–280. doi:10.5465/amp.2013.0040 Note: Retrieved from the Walden University databases. Sanchez, M. (2013). Maturing toward enterprise organization development capability. OD Practitioner, 45(4), 49–54. Note: Retrieved from the Walden University databases. Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14(1), 28–47. doi:10.1080/14697017.2013.788052 Note: Retrieved from the Walden University databases. VanEyde, D., Maes, J. D., Van Eynde, D. L., & Untzeitig, A. L. (2013). OD research and practice in the early 21st century: Reflections in the literature. Organization Development Journal, 31(1), 69–78. Note: Retrieved from the Walden University databases. Vedenik, G., & Leber, M. (2015). Change management with the aid of a generic model for restructuring business processes. International Journal of Simulation Modelling (IJSIMM), 14(4), 584–595. doi:10.2507/IJSIMM14(4)2.302 Note: Retrieved from the Walden University databases. Document: Final Paper Guidelines (PDF)Optional Resources Etkin, A. (2014). A new method and metric to evaluate the peer review process of scholarly journals. Publishing Research Quarterly, 30(1), 23–38. doi:10.1007/s12109-013-9339-y Quinn, R. E. (1996). Deep change: Discovering the leader within. San Francisco, CA: Jossey-Bass. Quinn, R. E. (2012). The deep change field guide: A personal course to discovering the leader within. San Francisco, CA: Jossey-Bass. University of Wisconsin: Madison. (2014). Conducting peer reviews. Retrieved from http://writing.wisc.edu/Handbook/PeerReviews.html

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