Organisations are part of a complex and erratic business world, which is in a continuous progress and change. Thus change has become a much debated topic and an inevitable aspect of organisational culture, with a lot of different approaches. The debatable thesis challenges Organizational Development (OD) in particular. But before discussing this any further, the thesis should be analysed a little closer. It is interesting to reflect, out of which perspective this statement was developed. It could be either from someone, who has a bird view on an organisation, or from an employee. It would be interesting to involve closer into the workforce perspective and to find out with the help of case studies, why OD was perceived as imposed change - if it was. However, this would go beyond the capacity of the essay. The following piece of work shall create an understanding for the underlying rationales of the statement ‘OD is just ANOTHER attempt to IMPOSE change on the workforce’. Initially different forces of change and forms of resistance are presented. Later, different approaches on organisational change are considered with the main emphasis on OD and thereafter, a case study on the company Hilti is described, in order to demonstrate an OD process. In the end, the arising issues regarding the thesis will be summarized after a short review, and a conclusion will be drawn. [...]
Inhaltsverzeichnis (Table of Contents)
- I. INTRODUCTION
- II: CHANGE
- External and Internal Forces for Change
- Resistance to Change
- III. APPROACHES TO ORGANISATIONAL CHANGE
- 1. Organisational Development (OD)
- 1.1. The Planned Approach
- Action research
- Three-step model
- 1.2. The Emergent Approach
- 1. 3. OD Intervention Methods
- IV. CASE STUDY HILTI (Lichtenstein)
- V. CONCLUSION
- The nature of change in organisations and the external and internal forces driving it
- Resistance to change and the different sources of resistance
- Different approaches to organisational change, including traditional and more employee-centric methods
- The role of Organisational Development (OD) in fostering change and the different approaches within OD
- The application of OD principles in a case study of the company Hilti
- I. INTRODUCTION: This introductory chapter sets the stage for the essay by introducing the controversial statement and exploring its possible origins. It highlights the need for understanding the dynamics of change within organisations and the various perspectives on OD.
- II. CHANGE: This chapter delves into the different forces that drive change within organisations, including external factors such as globalisation and internal factors such as declining effectiveness. It then examines various sources of resistance to change, including those stemming from self-interest, lack of understanding, and mistrust.
- III. APPROACHES TO ORGANISATIONAL CHANGE: This chapter explores different managerial approaches to change, highlighting the shift from authoritarian and process-oriented methods to more employee-centric approaches. It introduces the concept of Organisational Development (OD) as a method that emphasizes employee involvement and integration into the change process.
- IV. CASE STUDY HILTI (Lichtenstein): This chapter presents a case study of the company Hilti, showcasing an example of an OD process in action. It explores the perspectives of different stakeholders involved in the change process, offering insights into the implementation and outcomes of OD initiatives.
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This essay explores the rationale behind the statement "Organisational Development (OD) is just ANOTHER attempt to IMPOSE change on the workforce." It aims to analyze the statement and provide an understanding of the underlying reasons for this perception.
Zusammenfassung der Kapitel (Chapter Summaries)
Schlüsselwörter (Keywords)
The primary themes and concepts explored in this essay include Organisational Development (OD), change management, resistance to change, employee involvement, case study, Hilti, and the impact of external and internal forces on organisational dynamics.
- Quote paper
- Antje Walliser (Author), 2003, Approaches to Organisational Change, Munich, GRIN Verlag, https://www.grin.com/document/48503
