1. Discussion of the origins of Organizational development
By creating, refining, and strengthening an organization's strategies, structures, and procedures, organizational development increases its adaptability to new circumstances and ability to function more efficiently. By creating, refining, and strengthening an organization's strategies, structures, and procedures, organizational development increases its adaptability to new circumstances and ability to function more efficiently. Organizational learning is a theory that examines how an organization may best foster and capitalize on its internal knowledge base. Organizational learning theorists stress the need for individuals to collaborate to identify and address issues (Zhang and Zhu, 2019). The main goal of this theory is to make a comparison between the expected and actual results and to offer a conclusion that can be used to guide organizational inquiry.
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Such a procedure seeks further information and attempts to address contradictions. It rests on the notion that learning usually happens only when a person interacts to look for answers and solve difficulties.
psychological science A special application of this discipline, approach to management in the context of management consulting, makes use of a variety of particular behavioural observations. This encompasses relationship building, data processing, inspiration, and organizational development.
When it comes to providing engaging e-learning opportunities for their consumers, partners, and workers, more and more businesses are relying on social learning platforms (Zhang and Zhu, 2019). The idea is more than just a term; progressive companies are using it to encourage and facilitate learning communities and the integration of such communities into the daily operations of their businesses.
A theoretical framework for studying the inner workings of human institutions, systems theory sheds light on the dynamics of businesses and other groups. An organization with all the parts required to perform its duties is best described as a system (Musheke and Phiri, 2021). What began as an approach to learning about businesses from the outside has evolved into a method for learning about how those businesses really function on a day-to-day basis. It's critical for managers engaged in strategic planning to comprehend how a business runs. They must understand how different departments interact and impact one another. "The systems theory" of the organization is highly beneficial in this situation. It enables managers and other choices to view organizational development and change from a wider angle. A systems approach enables detailed planning and delegation from the start of large, multi-stakeholder projects (Musheke and Phiri, 2021). It assists managers in allocating responsibility for achieving group objectives and considering the connection across various organizational verticals. A conceptual model for studying the inner workings of human institutions, systems theory sheds light on the dynamics of businesses and other groups. An institution with all the parts required to perform its duties is best described as a system. What began as an approach to learning about businesses from the outside has evolved into a method for learning how those businesses function daily. By breaking down complex systems into their parts, the systems approach helps organizations better understand and manage the company. Each component may be modified independently to improve the organization as a whole.
There are seven steps of organizational development which are mentioned below.
Entry and contracting: Step one is taken when a supervisor or administrator recognises a problem that needs fixing. Changes in the environment, internal strife, a lack of creative thinking, or a drop in profits are all potential causes.
Diagnostic: The primary focus here is on learning how the system really works. JRD Group can get to the bottom of things by conducting surveys, conducting interviews, or evaluating their data.
Collection of information: Available data from organizational processes, surveys, interviews, and observations are all viable options here.
Feedback: When it is time for the OD expert to share their results with the client, they do so via feedback.
Interventions: After information collection and stakeholder consensus, intervention design may begin. Make sure they are founded on the requirements of the business and the goals the company want to achieve.
Planning change: If the company wants to motivate its team, they should try sharing success stories, holding celebrations, and letting individuals take credit for their contributions.
Evaluation: It is only after a new system and structure have been put in place that flaws may be discovered and fixed. Improvements in the quality of life for both customers and workers can only come through a commitment to never-ending development and growth.
2. Discussion of theories in relation to organizational change
Operational change is one of the focus areas for JRD Group. The firm focuses on reorganizing its team structure of different units and departments, such as the quality assurance and service departments. The organization must bring knowledgeable professionals or subject matter experts who successfully implement change inside a business. JRD Group can invite them to discuss their experiences with a few chosen organization members. This is one of the aspects of organizational learning theory (Valentinov and Pérez-Valls, 2021). The staff should be encouraged to apply their creative thinking to solve challenges, even if they do not always succeed, and to use their problem-solving skills to address various difficulties. Those that successfully solve an issue using novel ways should be rewarded. This serves as positive reinforcement for JRD Group. Periodically, the organization needs to evaluate performance and organize meetings to discuss goals, lessons learned, noteworthy initiatives, and findings from various experiments. JRD Group must arrange seminars and workshops to spread the word about the latest developments and effective campaigns.
Furthermore, system theory indicates the interrelationship between different elements in a system. According to the theory, the changes in one unit or an area of a system impacts other units and areas. With this aspect, the organization will get a clear view of the change areas and their impact on other areas of its business. In re-organizing the team structure, JRD Group needs to focus on the existing workforce structure in accordance with the upcoming workforce structure and its impact on other business areas and the organizational structure. There is specific addition; resources are required for the operational change in JRD Group. With the assistance of system theory, managers and senior leaders can analyze and evaluate the change management process and its effect on the other stakeholders of the business (Valentinov and Pérez-Valls, 2021). The theory considers how the future, both near and far, will affect the business's operations. Companies are continually adapting to new internal and external circumstances. In this fast-paced, cutthroat sector, they are also the undisputed leaders. Therefore, JRD Group can identify errors and flows in the current phase of the organizational structure and act according to the existing condition to create a new environment which will be more effective and fruitful.
To develop a successful change management plan for the operational process, the organization needs to create a dynamic environment. When an organization takes a systemic approach, the objectives of its many elements (subsystems or divisions) are brought together (Valentinov and Pérez-Valls, 2021). Also, the theory will combine the organization's aims with those of the community or society in which it functions. Integrating objectives helps keep things in check and gives the business the flexibility to adapt to a new workforce structure. With a systematic approach, JRD Group can reorganize its workforce structure and create an effective environment resulting in a more productive workplace.
3. Transfer of knowledge and skills
Using a knowledge management system or portal is one of the ways of transferring knowledge that can be implemented in practice. According to my analysis, with knowledge management (KM), the company can easily collect, organize, disseminate, and apply its employees' collective expertise to solve problems and make better choices. Examine the KM processes, such as information capture, storage, and dissemination, and the software tools developed to facilitate these activities and get a better understanding of the distinctions between facts, content, and knowledge (Manfredi Latilla et al., 2019). Implementing bespoke tools or software is another way through which JRD Group can enhance, develop and transfer knowledge to the new workforce structure. Implementing informal sessions between mentors and employees on a weekly basis is another way through which knowledge can be transferred and practised within the organization. I have assumed that a separate portal can be created by JRD Group where the mentors, leaders and senior employees will be given access to publish their knowledge on the operational process (Manfredi Latilla et al., 2019). The new entrants and junior employees must be given access to view the knowledge content. This is another way through which JRD Group can transfer that knowledge to the employees and implement them in practice.
Part C
1. Project Approach
Purpose and summary
The purpose of the project initiated by JRD Group is to reorganize the workforce structure of the quality assurance and service team. The project aims to foster effective and efficient communication within a team. Developing positive culture among team members and training of employees is another objective of the project (Scott, 2020).
Primary aspects of organizational change
Clearly defines objectives and purposes and the roles and responsibilities are some of the aspects of organizational change. The organization is expecting a positive benefit and successful implementation of its project through the organizational development program. Lewin's, Kotter and McKinsey’s 7s change management are three approaches that can be linked to the organizational development of JRD Group. All three approaches can be directly linked to the project as the three approaches lead to an effective change by increasing the efficiency of the operational process in the organization. The company will be able to manage its project through applying change management approaches.
2. Project Approach
Summary of chosen approach
Among Lewin's, Kotter and McKinsey’s 7s change management approaches, Lewin is one of the models that are relevant for change management. Along with Lewin, flowcharting or process mapping is one of the tools that can be used by the business to reframe its workforce structure for the project. A Focus group is another change management tool that can be used by JRD Group for initiating the project (Simpson et al., 2021). With flow charts, the organization can explain and illustrate the task clearly to the employees and the managers. Employee will get a clear and concise view of the task and activities that needs to be executed by the employes. A Focus group is a selection of team members in small groups. This will allow the firm to have a clear discussion of the phases and activities that needs to be executed by the employees and managers. Change compass is another tool that can be used by the stakeholders in the project. Change Compass allows managers and practitioners to better envision and plan change efforts. It also creates helpful change heat maps for managers and executives. Using this tool, managers may analyze outcomes and consequence of change and know effect of change.
3. Stakeholders
Employees of the quality assurance department and the service unit, along with the managers, assistant managers and team leaders, are some of the project's stakeholders. I n accordance with the mentioned stakeholders ministers, HR team, IT team is some of the stakeholders of the project. The role of the employees is to process and analyze the operational process of creating an educational platform. On the other hand, the team leaders are responsible for monitoring the progress and activity of the employees (Derakhshan et al., 2019). While the role of the assistant manager is to handle and manage different issues relevant to different technological processes and operations. Managers of the service and quality assurance unit are responsible for reviewing daily business activities. The individual in both units consists of tasks that are interrelated. In the service unit, the role of employees consists of the maintenance of software and tools that are used by the employees of the operational and quality control department in building the educational project for its client (Cvijovi? et al., 2021). The service unit comprises a technical head and supervisor. The role of the supervisor is to assist employees with their tasks and issues emerging from the software and tools. While the technical head reviews the daily business operations and processes in the organization.
4. Project Design
Phases and task in project design
In implementing the project, it is essential for JRD Group to identify tasks, activities and deliverables needed to initiate the project successfully.
Phase 1
Enacting team composition
Identifying relevant leaders
Phase 2
Briefing the change management process to the relevant stakeholders
Training employees of the chosen unit on the project
Phase 3
Testing and identifying flaws and errors
Table 1: Different phases of the project of JRD Group
Table 1 demonstrates different phases and the activities included in each project phase. In the initial phase, JDR Group needs to gather entire employees of the quality assurance and service unit. In accordance with identifying stakeholders, the firm needs to identify leaders who will lead the team post-change. In the second phase, the change management process for the project is explained to the respective stakeholders of the quality assurance unit and service unit. Once the stakeholders accept the changes, the next step is the training and development of the employees to offer knowledge and ideas of different tools and software necessary for the new project. In the final phase, the change is implemented strictly and effectively, and existing errors and flaws are identified in this stage.
Required competencies of stakeholders
In response to the activities and phases of the project stated above, the stakeholders must have the necessary technical expertise and skills. With basic skills, the employees will be able to grasp the new project effectively. Communication skills, problem analysis and creative thinking are some of the other competencies that are necessary for relevance to the phases and activities stated above in table 1. The organization's chief aim is to assemble the service unit with the quality assurance unit for enacting a better coordination among the employees in both the units; hence the employees need to have communication as one of the core competencies.
5. Monitoring of the project
Monitoring and evaluation are vital areas in a project. In the present project of JRD Group, it is necessary to monitor the different phases of development of the educational platform. In monitoring the task and activities, it is necessary to use project management software that includes the deadline date, progress percentage and milestones covered during the project (Tengan et al., 2019). Another way is to enact a discussion session daily with the leaders and managers. This will allow JRD Group to know about the progress, delay and root causes of the delay in each phase. The organization can use SAP software to evaluate and monitor the project's development effectively. The real-time reporting and monitoring capabilities provided by SAP let project managers keep tabs on their work and head off problems before they escalate. By addressing issues as soon as they arise, teams can boost productivity and save costs. By keeping tabs on things in real-time, project managers may get a clear picture of where their efforts are most needed and set priorities appropriately (Aston et al., 2022). With SAP's resource management features, the company can better allocate the resources and always have what the organization needs on hand. This guarantees that project resources are used effectively, which in turn lowers expenses and yields better results (Gupta et al., 2019). With the help of resource management, project managers can keep tabs on how much of a given resource is being used, handle disputes involving that resource, and assign resources to tasks depending on their availability and expertise.
6. Transferring knowledge and skills
The new knowledge can be transferred to the employees by creating a weekly session among the leaders and team members. According to my assumption, it is beneficial to create a face-to-face session where the queries regarding the knowledge can be addressed by leaders and mentors involved in the project. On the other hand, a knowledge centre as an online portal can be developed by the enterprise for transferring knowledge to the employees involved in the project. Regular communication with individual employees is one of the processes that allow the transfer of knowledge efficiently and effectively to each employee present in the project. I have analyzed that mentoring programmes allow experienced workers to pass on their expertise to up-and-coming team members, and for that information to be recorded for future reference. While mentoring often occurs in one-on-one settings, such as in-person or online chats, it may also be included in the system for managing knowledge. Although an internal social networking site for workers is probably not what the organization focuses on, an organizational learning platform with social elements such as the capacity to like, hyperlink, and rely on. Sharing information can help to keep individuals engaged and create a feedback loop to help the employees determine which materials are most helpful and where gaps in knowledge may exist.
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