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Organizational development and change.

Scenario or vocational context
You have just been appointed as a Management Consultant in a corporate organization listed in the FTSE
200 which is well known and has a significant number of employees.
During the interview process leading to your subsequent appointment, you were briefed that the
organization is facing some challenges in implementing development and changes that will be critical to the
organic growth and sustainable growth of the organization.
You have been mandated to research into the organization and provide viable solutions in terms of the
smooth management of the development and change process.
You need to write clear, concise, and accurate notes on the following 5 tasks which will be the basis of your
report to the Board of Directors. You must give definitions; critical analysis; identification of theories and
practical examples where possible.
Task 1 (this provides evidence for 1.1, 1.2, 1.3, 1.4, 1.5, 1.6)
Note: For Severn Business College Use Only 3 | P a g e
1.1. Define vision, objective and core value of an organisation.
1.2. Critically evaluate global changes and mega trends in 21st century that effect organisation in
development and planning.
1.3. Evaluate the impact of globalisation.
1.4. Critically examine different business ‘types’ in the business sectors that comprise most social market
economies
1.5. Describe the nature and purpose of strategic planning and its importance to an organisational change
and development
1.6. Critically evaluate the culture of an organisation and its impact to an organisational change.
Task 2 (this provides evidence for 2.1, 2.2, 2.3, 2.4, 2.5)
2.1. Critically describe elements of an organisational behaviour including types, social environment, quality
of work life and motivation
2.2. Critically analyse McGregor’s paradigm of theory X and Y of organisational change and its impact on
managerial role
2.3. Discuss five models of organisational behaviour and impact of these models on managerial orientation,
employee orientation, psychological and performance result.
2.4. Evaluate value organisational theory as a tool for understanding behaviour in organisations
2.5. Describe the relationship between developments in organisational theory and organisational
behaviour.
Task 3 (this provides evidence for 3.1, 3.2, 3.3)
3.1. Discuss the issues of entering and contracting process of organisational development
3.2. Differentiate diagnostic and open system models and their importance from individual level to
organisational level for development process.
3.3. Critically evaluate the process of collecting and analysing diagnostic information that include diagnostic
relationship, methods for collecting data, sampling, techniques for analysing data and feed-back.
Task 4 (this provides evidence for 4.1, 4.2, 4.3, 4.4)
4.1. Explain emotional reactions to change, resistance and traumas experienced in
the change process and psychological barriers to change
4.2. Critically analyse Kotter’s 8-Step model to implementing change within an organisation.
4.3. Analyse how a team evolves and how different expectations within teams can be managed.
4.4. Identify and describe the major learning-based and process-based perspective on motivation and how
these theories play an important part in organisational change and development.
Task 5 (this provides evidence for 5.1, 5.2, 5.3, 5.4)
5.1. Examine the concept of job satisfaction and its relationship to performance
5.2. Analyse stress and appreciate its links to personality for handling stressful situation
5.3. Evaluate the importance of planning, review and needs analysis framework in an organisational
development.
5.4. Explain the importance of individual role relation-ships within the organisation/group and identify the
individual’s role set and associated expectations.

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