Managing Organizational Change Essay Example
6Managing Organizational Change
Week 7: Managing Organizational Change
Process consultation is defined as the process whereby groups are able to gain knowledge on how to diagnose and solve problems. Further, it enables this particular group to constantly continue to develop on their maturity and competency. Process consultation focuses on roles of groups’ individuals, communication, decision making and problem solving skills.
Within group problem solving there are two major components involved. It is very important for one to identifying the problem. This component is very essential in the sense that it assist in distinguishing various problems. The second component entails examination of alternatives and making concrete decision regarding them. By understanding these two components it is evident that time will be effectively managed.
The basic implication of the model for conflict resolution is identification of strategies so as to result to conflict resolution. The first strategy focuses on preventing escalation of conflict has the implication of not always being functional. The second strategy attempts to set limits on the form of conflict and has the implication of being limited by a set of procedures and rules. The third strategy that always involves a third party may have low cost implications but resolve the conflict without addressing the underlying issues. Lastly the fourth strategy in conflict resolution attempt is to resolve the underlying issues causing the conflict and this is what really works.
Within a third party consultation there are certain skills that are needed in order for the process to be successful. One requires to posses the skills of innovation and motivation so that one is able to have greater understanding of various views and ideas. It is important to develop control strategies so as the third party can effectively assists other concerned parties to cope differently in various situations of conflicts and their consequences.
It is evident that the result of team building can be classified in three main areas namely; wide focus on attitudes and feelings being displayed by group members, positive effects that emerged due to team building which are constantly measured and finally it is evident that team building does not or rarely occurs in places of isolation.
The first one is organization confrontation meeting and mostly used when stress arises within the organization or in where a gap exists between the top management and the rest of the employees. The second is intergroup relation interventions used when dysfunctional conflicts arise between two departments within the organization. The third intervention is the large group intervention used when the organization experiences situations such as change in management, new technology and budget cuts. The fourth one is the T-group intervention which is used by the OD to assess and to know how they can improve. The last intervention is third party intervention used when a conflict arises between two or more people within the organization’
Firstly, they deal with fundamental issues affecting the entire organization or a large part of it. Secondly, system wide interventions are among the fastest OD applications in terms of purpose, size, length, structure and number. Thirdly, all large group interventions have similar conceptual foundations and methods despite the differences in formality of meetings and how often meetings are held.
They are specifically designed to resolve disputes between two departments in an organization. The intervention is aimed at changing the perception that the two groups have on each other. There are various approaches to resolving intergroup conflicts varying from behavioural solutions to attitudinal change solutions. Its ultimate goal is to improve relationships and communication among all the employees.
The first assumption is that majority of the people do not like responsibilities and will evade them as much as possible and that they are only working to secure their future. The second assumption is work is very satisfying and that satisfaction can be obtained if people are fully committed to the responsibilities they are assigned.
The ten step procedure involves hiring an external consultant who acts as moderator between the two groups. A specific time is set for the two groups to meet. Objectives and purposes of the meeting are properly defined by managers from both teams and the consultant and three questions are prepared which the two groups answer in separate rooms. After this, the groups come together and the lists of answers are read out by selected representatives from each of the groups. Time is given for both groups to fully analyse and review the discrepancies after which they are expected to develop an action plan. Follow up meetings may be conducted to determine if the action plan is being implemented.
Waddel, W., Cummings, F. and Worley, E. (2011) Organisational Change, Development &
Transformation. South Melbourne: Cengage Learning
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