Organizational Change & Development, Enquiry-Based Learning - Essay Example

Learning Reflection Journal- Organizational Change & Development Name: Institution: 10th October, 2013 Learning Reflection Journal Individual Learning In our learning the past few weeks, our main subject was “organizational change and development.” The learning process entailed various tasks that included discussions, assessments, take home assignments, discussions, group presentations, tutorials and lectures. I achieved more from the group discussions and presentations that we undertook in class. For instance, group discussions presented me with an opportunity to interact with my classmates and get to learn their own perspectives in regard to this subject. I realized that it was way too easy to learn in groups because members of the groups can easily challenge one with various questions and bring in different views on the same subject that one may not possibly access in class lectures. Contrarily, the group presentations that took place between week 3 and 7 presented me with a chance to understand the importance of undertaking a wide research. Before presenting orally in class, I had to research widely on my oral presentation questions. I made use of the internet, various books, journal articles and online tutorials to further build my understanding of organizational change strategies and development. However, I had a problem grasping points during lectures because there was no much interaction between me, my classmates and the lecturer. In addition, the time taken discussing subjects in class was limited, thus limiting the time I required seeking clarifications of issues I did not understand. All in all, the tasks widened my scope of understanding and presented me with an opportunity to appreciate the positive kind of input that discussions can bring in learning environments. The discussions particularly helped me understand the difference and how to compare and understand the application of organizational change implementation theories such as Kanter et al.’s Ten Commandments for Executing Change (1992), Kotter’s Eight-Stage Process for Successful Organizational Transformation (1996), and Luecke’s Seven Steps (2003) (Prochaska, Prochaska & Bailey 2013). Enquiry Based Learning (EBL) In order to understand the subject of organizational change and development the teachers made use of skills that were meant to lead us to understand. Amongst the various techniques that we used are generating new questions, asking questions, creating hypotheses, investigating, constructing new knowledge, and discussing and reflecting on discoveries respectively. In using these techniques, when the questions, investigations, and outcomes were truly having an important effect to us, we applied this newly-learnt knowledge in our life by sharing them and taking concrete action in class activities in preparation for the future employments. In a similar manner, we as classmates were able to move from inertia to take steps to push the boundaries of organizational change and development acquaintance and innovation. With these techniques, we were compelled to transit knowledge, compassion, together with understanding to other classmates, which sparked greater understanding and knowledge in our classroom. I saw this as a way through which an individual can move learning beyond self-centredness and into the community as a whole while at the same time developing at a personal level. Enquiry based learning is a process that is cyclic in nature. While in class, we asked questions which sparked our desires to find answers to them. This led to us beginning a research or exploration process via studying various journals such as Organizational Change Management: A Critical Review by Todnem (2005) and The greening of organizational culture: Management views on the depth, degree and diffusion of change by Harris and Crane (2001). Particularly, the investigations or research enabled me to test the various hypotheses that we came up with and even find formidable answers to the problems or questions raised. After undertaking the research in class groups and confirming that the hypotheses developed were accurate, we constructed a new knowledge based on the findings of the investigations. After formulating a base for the new knowledge, we discussed and reflected on this newly acquired knowledge and finally presented the findings in class via oral presentations. The presentations even led to further investigations and questions concerning organizational change implementations (Dunphy, Benn & Griffiths 2003). Since Enquiry Based Learning involves seeking answers, some of the questions that we developed, researched on and obtained answers for in week 3 include discussing the extent to which the understanding of the term sustainability impact on corporate behaviour and how corporate governance impact in the same (Dunphy, Benn & Griffiths 2003). In doing our research to find answers to these questions, research was done extensively in Aras and Crowther’s (2008) journal article on Governance and Sustainability: An investigation into the relationship between corporate governance and corporate sustainability and Dunphy, Griffiths and Benn’s (2010) journal article on The Drivers of Change. In both articles, I learnt that sustaining a corporate organisation requires one to align all the interests and desires of the corporation with those of its most significant staff and asset in order to attain business success (Aras & Crowther 2008; Dunphy, Griffiths & Benn 2010). OCD Theory In future professional practise, I will use my understanding of organisational change and development to implement successful changes within the work environment that I will be working in (Harris & Crane 2002). It is imperative to note that change within an organisation can come from very many perspectives. Amongst some of the most common sources of change in an organisation are changes in management roles or responsibilities change in communication structures, manufacturing procedures, supervision models, formulation of teams, and arrival of visitor employees amongst others (Doppelt 2009). A specific scenario where organizational change and development theories and techniques can be implemented is when a new technology, management and communications structure is adopted in an organization (Dunphy, Benn & Griffiths 2003). Suppose I work as a manager in future, I will ensure that before implementing the changes, I will ensure that all my employers or project implementation teams understand why there is need for change (Todnem 2005). This is particularly because implementing a change in an organization cannot be successful if employees do not understand the change or share the same idea as the employer (Fugate, Prussia & Kinicki 2012). Once they understand why the organization needs a change, I will explain to them how the change would affect them positively and make them believe in the same dream. This would then be followed by an orientation on how the step by step procedure would be carried out including enrolling them for training to induct them on how the changes would work (Armenakis & Harris 2009). Also, choosing organizations that have implemented the same change and making visits to them for orientation purposes would make them understand and witness in prior the various challenges and benefits that the change may bring with it (Brown & May 2012). This is specifically important in learning how changes are implemented, the general drawbacks that implementing it may take and how the problems or issues that arose with the change were handled (Dunphy, Benn & Griffiths 2003). As such, the employees would apply experience based knowledge in implementing and realising their own change within my organization (Tidd & Bessant 2011). Conclusively, I will be a change leader during my professional practise because change within an organisation is inevitable and touches on all aspects of realising organisational goals (Aras & Crowther 2008). Since organisational success depends more on the behaviours, culture, and commitment of all its share holders, it would be imperative that all employees, suppliers, supervisors, customers, managers and members of the board implement changes in a way that satisfies all the interested parties in the organization (Smith & Rayment 2010). With all the activities within an organization and management procedures being aligned to the desires of all these parties, in addition to the environment within which the organization is located, it would be easy to sustain its activities because it benefits individuals in a universal sense (Doppelt 2009). As such, employees will be free to do what is expected of them and understand the culture and behaviours expected of them, within the organisation without creating any form of tension. References Aras, G & Crowther, D 2008, ‘Governance and sustainability: An investigation into the relationship between corporate governance and corporate sustainability’, Management Decision, vol. 46, no. 3, pp. 433-448. Todnem By, R 2005, ‘Organisational change management: A critical review’, Journal of Change Management, vol. 5, no. 4, pp. 369-380. Doppelt, B 2009, Leading Change Toward Sustainability (2nd edn), Austin, Texas: Greenleaf Publishing. Dunphy, D, Benn, S & Griffiths, A 2003, Organizational change for corporate sustainability: The Drivers of Change (pp. 695-698), London: Routledge. Harris, L C & Crane, A 2002, ‘The greening of organizational culture: Management views on the depth, degree and diffusion of change’, Journal of Organizational Change Management, vol. 15, no. 3, pp. 214-234. Smith, J & Rayment, J 2010, ‘Globally fit leadership: four steps forward’, Journal of Global Responsibility, vol. 1, no. 1, pp. 55-65. Tidd, J & Bessant, J 2011, Managing innovation: integrating technological, market and organizational change, New Jersey: John Wiley & Sons. Brown, W & May, D 2012, ‘Organizational change and development: The efficacy of transformational leadership training’, Journal of Management Development, vol. 31, no. 6, pp. 520-536. Prochaska, J M, Prochaska, J O & Bailey, D 2013, ‘Towards an Integration of Stage Theories of Planned Organizational Change’, The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development, pp. 347-356. Fugate, M, Prussia, G E & Kinicki, A J 2012, ‘Managing Employee Withdrawal During Organizational Change The Role of Threat Appraisal’, journal of Management, vol. 38, no. 3, pp. 890-914. Armenakis, A A & Harris, S G 2009, ‘Reflections: Our journey in organizational change research and practice’, Journal of Change Management, vol. 9, no. 2, pp. 127-142. Read More