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BMA314 Organisational Change & Development Assignment Sample

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Introduction

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In both our personal and professional lives, change is unavoidable. General and worldwide events, scientifically confirmed, company formation and operation, political and economic issues and solutions, and social values and norms all contribute to change in our world and beyond (Galli, 2018). The report looks into the case of the “Utopian International University” as an organization in transition. It was created by combining a regional Institute of Technology (IT) and a university of higher education (CAE) in a wealthy suburb. The CAE was previously connected with a G8 university, whereas the IT has been operating for five years. The structural structure is made up of three departments: science, education, and an arts/business faculty combination. Students and Professional Assistance are two more important divisions (HR, IT, Marketing, and Property Services). “CAE and IT campuses have grown substantially in the recent decade as a consequence of three factors” such as brand leveraging, new program development, and international student marketing. The useful and key information related to the case report of this university for their change management system would entail focusing on the change strategy. The case analysis report will highlight the analysis for planning, the application of the change management model, and the evaluation of change management. Also, to discuss the interpersonal and ethical dimension of the organization (UIU) proposed solutions to the issues and problems of change for UIA, and also the overall understanding of OCD lessons. The VC anticipates that the reform plan will be finished quickly and is dedicated to an open, collaborative, and ethical approach.

Discussion

Application of change management model

Lewin Change management Model

“Kurt Lewin’s Three-Stage Change” Approach is well-known for its three-phase approach that breaks down large changes into smaller chunks:

Stage 1 Unfreeze

The first step in this process is to educate the organization on the importance of change, which includes demolishing the current status quo before implementing the new mode of operation.

  • Survey the teams for UIU to determine the current state and what needs to be done to improve it.
  • Recognize why change is required for VC for UIU.
  • Stakeholder analysis and engagement can help Vice Chancellors discover and store support from key people inside our UIU
  • Frame the problem as affecting the entire UIU
  • Make a persuasive case for why change is required (Abd El-Shafy et al., 2019).
  • Use VC’s ideas and techniques to support the assertion for the change of this university.
  • Describe the concept in terms of the transformation necessary.
  • Maintain an open ear and respond to staff concerns for this University.

Stage 2: Change

Following the unfreeze stage’s completely different perspective, people in the change stage begin to address current difficulties and seek new techniques to achieve outcomes. People begin to believe in and take action to take a strong stance. It takes time for people to recognize and actively participate in the new route as they progress from the unfreezing stage to the transformation stage. The change curve is a business strategy modification that focuses on the specific topic of human migration within a dynamic world and may help explore deeper into this area. The two most significant aspects impacting the success of adjustments are time and communication (Abd El-Shafy et al., 2019).

“Time and communication are the two most important aspects in determining the success of a transformation”. People need time to adjust to the changes, and they must remain committed to the organization throughout the transition period. Hands-on leadership is usually the most successful method for dealing with transformation.

Stage 3: Refreeze

After the changes have taken shape and staff have embraced the new methods of doing things, the organization is ready to refreeze. A steady management structure, consistent job descriptions, and so on are outward symptoms of the refreeze.

The refreeze step must also assist individuals and organizations in internalizing or institutionalizing the changes. This includes ensuring that the improvements are regularly implemented and integrated into the concern’s day-to-day operations. Personnel is more comfortable with the new ways of doing things since they have a new sense of familiarity.

Analysis and Evaluation

Maintaining a competitive advantage or remaining relevant in these university restructuring markets can both benefit from organizational change. Transformation promotes innovation, staff development, expanded investment opportunities, and improved member morale. Further, measurement and evaluation are crucial for ensuring that organizational transformation programs achieve their goals. An evaluation is required to determine success. An evaluation system acts as the foundation and supply of data for activity planning.

Evaluation of change management can be done by: -

Clarify and Re-evaluate UIU Objectives for the key issues identified.

First and foremost, be certain that UIU training objectives variables will remain with the organization following the migration. As part of the UIU transition plan, it’s time to examine UIU objectives and desired outcomes (Brito, Rodríguez and Aparicio, 2018).

It is time to re-evaluate UIU goals and expected outcomes as a plan for change.

Collecting employee feedback (faculty or other stakeholders) on learning control issues could cost UIU best employees workers are already aware that change is on the horizon and that they must prepare for the problems that will come with it.

Obtain Feedback from Team Leadership

Leaders of this university can be found amid chaos. They keep in touch with employees and are aware of their specific needs and worries about the forthcoming change. Conducting an online poll to gather educational advice among departing members of the university’s senior management (De Stobbeleir, Ashford and Zhang, 2020).

Pre-Assessment to Determine Gaps

A good change strategy focuses on existing gaps in new corporate practices. Workers, for example, may be lacking in specialized skills that will be useful for organizations and stakeholders or compliance processes. As a result, the university should conduct the specified earlier analysis to pinpoint precise areas that demand improvement and modify the training performance targets.

Each stakeholder for UIA must be comprehended, engaged, motivated, and supported.

The change will be perceived and responded to differently by different stakeholders; therefore, identifying, interacting with, and assisting those stakeholders throughout the repercussions of the changes is critical. Identify key stakeholders early in the change process, do a potential change effect analysis, and develop an interaction and communication strategy to win support. Communication alone may not guarantee participation. Spend time getting to know their consumers, particularly their perspectives and goals. Building trust with UIU stakeholders so that they want to assist individuals in making the shift successful while also feeling appreciated along the process (win hearts and minds). Examine UIU’s transformational thinking and behavior, but plan encounters such that they have the greatest impact (Dekker, Geuijen and Oliver, 2021).

Fig: Change Management Approach

(Source: Dekker, Geuijen and Oliver, 2021)

Further, as the working party has conducted a diagnosis with it identifies key issues the change evaluation for change management with other perspectives would shutter through the three key perspectives rational, learning, and cognitive approach to change. Executives who use the rational transformation method are critical thinkers. Events emphasizing the importance of organizational restructuring were encouraged. This is a strategic planning technique aimed to improve the group’s current state while achieving the desired result.

Modify UIU Learning Strategy

Education supports progenies is beginning to change as they observe a series of events and situations. Managers (UIU members) learn less frequently as a result of their actions or as a result of the solutions they prescribe to change initiatives. Profoundly, the methodology of cognitive change managers employs this strategy to think outside the box. When managers participate in the group’s change process, their mental attitudes shift (Preece, 2020).

Discussion on interpersonal and ethical dimensions of the organization

In Ethical Dimensions, learners acquire ethical concepts that guide personal and collective behavior, a skill that is integrated throughout the curriculum and applies these ideas to an assessment of contemporary social and political events.

VC’s and HR director’s Outcomes

  1. Completely updating preparation and aid regulations, as well as establishing an associate’s degree, to increase the number of local students with advanced degrees.
  2. Combine the “Science, Education, Arts, and Business faculties” into a profession’s faculty.
  3. Changing the approach to recruiting international students to broaden the range of countries from which students are recruited and increase the number of responding scholars.

Thus, from the above major outcomes, the ethical dimension of an organization changes decisions for employees (working staff of UIU and other support staff), managers (here VC and HR directors), and external stakeholders (students, newcomers, etc) (De Janasz, Dowd and Schneider, 2019).

Honest leadership with a sense of social obligation, organizational structures that allow debate and dissent, and groups willing to comment on and improve their operations are the three most important components for moral decisions. Honest leaders demonstrate constancy in their goals and behaviors, are prepared to trust, are concerned with moral values daily, and are participants in the evolution of an increasingly complex community. Discourse-promoting organizational components delay judgment, allowing workers to collaborate and attain new levels of comprehension. In these organizational cultures, ethical concepts arise, and behaviors are informed and accountable.

Interpersonal dimensions of this organization for decision-making For UIU over their employees, managers, and external stakeholders. When people are unable to fulfill their aims or reconcile competing interests, they engage in negotiation. Negotiations are important in both personal and professional contexts, and they are frequently regarded as critical in daily dispute resolution, company plans, issue resolution, and decision-making (Aryati et al., 2018). It is a technique for reaching an agreement and a compromise while reducing argument and controversy. People aim to achieve the best possible outcome for their side whenever there is a disagreement. Intrapersonal people may scan prospective possibilities, visualize things, and then choose the best option. The capacity to do so without tension or inner conflict is something that may be learned with practice.

The proposed solution to the issues and problems

The solution to the issues toward the problems on the working party which had conducted diagnosis is

  1. For relative enrolment decline as a problem for science faculty (UIU)- the change strategy for its proposed solution would be to improve the overall educational quality of students. Many educational institutions strive to raise their educational standards to attract more qualified students with high scores (Guthrie et al., 2022). The ultimate goal, with a built-in student housing base, is to compete with much more selective universities. Bringing together a substantial number of such people on campus to form an engaged community, however, is always a huge problem. Increased emphasis on undergraduate education at the institutions. As essential as new studies and community service projects are, the primary purpose of universities should be to successfully educate undergraduates and prepare them for future jobs. Nonetheless, solid educational levels and challenging curriculums, as well as dependable support programs, are necessary to ensure successful outstanding careers and meaningful jobs. This is particularly notable given the enormous number of students who have previously benefited from on-campus counseling.
  2. For creeping managerialism, over its minimized expenditure flexibility hols with the solution for change strategy would involve for Australian institutions, particularly UIU, have gradually absorbed organizational methods, structure, technology, acquisition, and concepts commonly found in the private sector market. to carry out profitable and efficient improvements While some studies suggest that such managerialism is advantageous to university students’ performance quality, others claim that it is primarily detrimental, resulting in poor performance. The latter condition is referred to as a “managerialism contradiction” (Thomas, Forsyth and Bonnell, 2020).
  3. For a higher number of Arts or Businesses over its issue of financial viability can be overcome by boosting a review by promoting the university’s mission. The solution would be for enrolment is being updated to include new accomplishments, such as paperwork outlining specific educational programs. The institution altered its online presence to better align its messaging with the habits and expectations of young people. The most significant aspect was that everyone in the university, faculty, and staff engaged with students and shared personal reasons for liking. Another noteworthy achievement was the expansion of a university’s online continuing education programs. Nonetheless, it had to first overcome faculty worries about lowering educational quality (Brammer and Clark, T., 2020.). After the university converted financial goals into aspirations that they could relate to, the attitude altered. Students affect the majority of the staff by emphasizing the intellectual and societal benefits of reaching a larger number of students who are unable to enroll.
  4. Gender and age role as issues for UIU where the issues can be overcome or the solution can be provided through incorporating the diversity and inclusion in this university to more emphasize. According to research, competent university leadership and a diverse faculty are required for effective learning environments. Faculty members’ curricular and instructional choices, as well as their interactions with students, can all contribute to the establishment of inclusive environments (Lim et al., 2022). Furthermore, teachers believe that seeing oneself mirrored in the same functional position as a staff in the material to which they are exposed is critical for instilling emotions of belonging or inclusivity in other faculty. UIU should pose an equal opportunity to both male and female faculty in the department basis the faculty’s talent and age. Age diversity enhances employee performance, resulting in more talented staff members in this organization. Age diversity enhances employee performance, resulting in more talented faculty staff members in this organization (Abraham et al., 2018).
  5. Overcoming the issue of the union at UIU can be done by the can by staff, faculty, and department without hampering the student’s classes. Unions have several options for putting pressure on company management to implement the policies and conditions that union employees want. Unions now can engage in strikes, picketing, and boycotts (Stalin, 2022).
  6. Change fatigue in UIU can be overcome by maintaining consistent and frequent communication. Day-to-day adjustments have the greatest impact on workers. Employees that can acter change demonstrate trust and team cohesion. During critical moments, a smooth transition experience based on faculty staff expertise can lessen the risk of shift fatigue. As a consequence, historical ramifications, historical understanding, and current conditions are all factors of change fatigue (Li?mon and Nartgün, 2020). The lesson is that corporations cannot develop power or transition expertise only through excellent strategy, and organizations.

Overall understanding of OCD lessons

The concept of Organizational change development (OCD) is the study of how change impacts organizations and their employees. When it comes to adjusting to change, both individuals and organizations can benefit from improved organizational growth. To improve organizational performance, change management techniques such as team-building activities can be developed. While change is unavoidable, there are a variety of approaches to dealing with it, some of which are beneficial and others that are not. Organizational development helps organizations deal with internal and external turbulence through strategic planning activities. Organizational technology is a relatively young area of study for organizations and professions. While many businesses have long encouraged and supported personal and professional growth, the term productive replies are still vague. Occupation experience and organizational growth share the same core idea, but the focus is very different. Staff development strives to improve an individual’s work performance, whereas organizational transformation aims to improve a group’s overall efficiency, personal fulfillment, and natural flexibility (Leiber, 2019). These goals are met through a variety of interventions aimed at both specific events and ongoing processes. In context, the case issue of UIU is that it declines in the growth pattern for the local student, due to population demographics and more local students going to inquisitive larger cities, with the reason of population shifting is also a structural change to the local economy that construct in the manufacturing and mining.

Big businesses from a variety of industries had made significant financial contributions to UIU, with personnel competing for credentials and buildings being used for staff development initiatives. The media coverage of international students passing charges for small to moderate tourism, wine enterprises, and specialized local farmers while earning low scores from academic staff; Furthermore, there have been recent incidents of international students being beaten by drunken adolescents who accuse foreign students of stealing employment from locals or of receiving inadequate pay and working conditions (Bond and Blevins, 2020).

Further, the OCD models over the change management for UIU also have an integral lesson to learn which involves, team building as a “Strategy for Integrated Organizational Development”. UIU can now look at one OCD practice that is being used effectively in many organizations now that they have a better grasp of organizational innovation and evolution. Team-building is a method of organizational growth that is commonly used to make work teams more integrated, dedicated, pleased, and efficient. Several evaluation techniques and activities are available to assist organizations in identifying and developing their most valuable assets. Attach a list of ideal team traits that can be used as a standard to evaluate teamwork within a company or panel. Assessment is the initial step in attempting to establish a successful team (Bond and Blevins, 2020).

Moreover, Team-building programs, on the other hand, are most effective when viewed as an entrenched concept within an organization as opposed to a one-time event. These contributions are then included in the overall project. UIU that appreciates group leaders routinely employs foundation training, soul, style surveys, and other approaches. The vast majority of people believe that effective management is essential for financial success.

Conclusion

Hence, to conclude, UIU as an organization under a variety of administrations with its own set of advantages and disadvantages follows different change strategies. Even if any poorly managed structure will have problems, some university some systems were better suited to specific surroundings and vocations. A transition usually involves a shift in the organization thing. Change in practically any part of a company’s operations may encounter little resistance, and different cultures may react differently to both the change and the methods used to promote it. Several strategies that have been shown to reduce workplace stress and ease overall project planning can be changed to better adapt to the changes needed. Further, the participation of workers in the change process can often greatly lessen opposition to new ways of doing things. This kind of participation may be difficult to obtain in some businesses; alternatively, organizations can pay a limited number of opinion leaders to argue for the benefits of future improvements.

To sum up UIU towards the change is an unavoidable component of our personal and professional life. Change occurs in our world and beyond, encompassing scientifically confirmed national and worldwide events, the way businesses are established and run, political and economic concerns and solutions, and societal values and standards. As the world gets increasingly sophisticated and interconnected, seemingly distant changes have an impact on us. As a result, change may appear to happen frequently and at random. UIU are gradually becoming conscious of how interconnected they are with one another and with their surrounding stakeholders. Businesses must understand their entire personality and how their employees interact with one another. People and organizations have been compelled by the huge rate of variety. Lastly, OCD becomes a component of organizational operations in the future, and employees and managers will be able to learn it. In OCD processes, advanced technology will be deployed, and procedure times will be reduced.

References

Abd El-Shafy, I., Zapke, J., Sargeant, D., Prince, J.M. and Christopherson, N.A., 2019. Decreased pediatric trauma length of stay and improved disposition with the implementation of Lewin’s change model. Journal of Trauma Nursing| JTN26(2), pp.84-88.

Abraham, L.J., Thom, O., Greenslade, J.H., Wallis, M., Johnston, A.N., Carlström, E., Mills, D. and Crilly, J., 2018. Morale, stress and coping strategies of staff working in the emergency department: A comparison of two different?sized departments. Emergency Medicine Australasia30(3), pp.375-381.

Aryati, A.S., Sudiro, A., Hadiwidjaja, D. and Noermijati, N., 2018. The influence of ethical leadership to deviant workplace behavior mediated by ethical climate and organizational commitment. International Journal of Law and Management.

Bond, M.A. and Blevins, S.J., 2020. Using faculty professional development to foster organizational change: A social learning framework. TechTrends64(2), pp.229-237.

Brammer, S. and Clark, T., 2020. COVID?19 and management education: Reflections on challenges, opportunities, and potential futures. British journal of Management31(3), p.453.

Brito, R.M., Rodríguez, C. and Aparicio, J.L., 2018. Sustainability in teaching: An evaluation of university teachers and students. Sustainability10(2), p.439.

De Janasz, S., Dowd, K. and Schneider, B., 2019. Interpersonal Skills in Organizations, 6e.

De Stobbeleir, K., Ashford, S. and Zhang, C., 2020. Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers. Human Relations73(3), pp.303-325.

Dekker, R., Geuijen, K. and Oliver, C., 2021. Tensions of evaluating innovation in a living lab: Moving beyond actionable knowledge production. Evaluation27(3), pp.347-363.

Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE Engineering Management Review46(3), pp.124-132.

Guthrie AM, J., Linnenluecke, M.K., Martin?Sardesai, A., Shen, Y. and Smith, T., 2022. On the resilience of Australian public universities: why our institutions may fail unless vice?chancellors rethink broken commercial business models. Accounting & Finance62(2), pp.2203-2235.

Leiber, T., 2019. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents. In Evidence-Based Initiatives for Organizational Change and Development (pp. 316-341). IGI Global.

Lim, J.S., Park, M.B., O’Kelly, C.H., Knopf, R.C. and Talmage, C.A., 2022. A tool for developing guidelines for institutional policy: a 60 indicator inventory for assessing the age-friendliness of a university. Educational Gerontology, pp.1-14.

Li?mon, ?. and Nartgün, ?.S., 2020. Investigation of teachers’ change fatigue level: Comparison by demographics. Educational Administration: Theory and Practice26(2), pp.401-448.

Preece, D., 2020. Organizations and technical change: Strategy, objectives and involvement.

Stalin, J., 2022. Protest, repression and union solidarity. Green Left Weekly, (1349), p.17.

Thomas, A., Forsyth, H. and Bonnell, A.G., 2020. ‘The dice are loaded’: history, solidarity and precarity in Australian universities. History Australia17(1), pp.21-39.

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