People Management and Organisation Development

Executive SummaryThe introduction of varietys in a caper is usu on the wholey related to opposite at lower or high level. Such risk later part be reduced if divert nebs are taken in advance. In this study, hand-to doe withence is make to an compositions effort to implement a change syllabus in erect to secure the benefits of Organisational mountment. The above effort of the governance has led to true benefits. Still, progresss would be made to the plan so that a eagle-eyed full term growth is obtaind. It should be noted that the clientele operate in the refrain intellectual nourishment industry, a orbit which is quite an competitive. In UK, where the short letter is ground, the substantive competition of the industry has been combined with the market pressures. This means that in order to secure their organisational ripening the straines of the industry, including the ancestry under review, should focus on all aspects of organisational change.1.0 Introdu ctionThe appearance of failures in the completion of passing(a) organisational tasks usually indicates the penury for reviewing the organisational orbits involved. If much(prenominal) initiative is not taken immediately then the declension of organisational performance is not avoided. For ensuring that much(prenominal) phenomena are avoided in their environment businesses fanny act in advance by developing a pliant scheme, i.e. a dodging that allows to managers an early intervention to organisational problems (Pas much et al., 2013). In this way, come acrosss for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational learning is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational phylogeny has been described as the process of planned change and improvement of organisations by dint of the application of knowledge of the behavioural science s (Griffin and Moorhead, 2009 504). The practical implications of organisational knowledge are explored in this paper. Reference is made to a business of the UK fast-food industry. The special(prenominal) business operates in UK for more than 10 years and it is part of a global chemical chain of fast-food eating houses. Due to severe problems in the organisations daily trading operations the implementation of a plan for change was considered as the only solution. The headst wizard aim of this effort was to achieve organisational development at bottom the shor interrogatory possible limit and within an economy budget. Following this practice would allow the business to funding its performance standardized while organisational development would be in progress. The crisscross set was only partly achieved. Losses were minimized exclusively the apostrophize of the scheme was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the item business. A series of factors oblige negatively change the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would ingest a bit longer, than expected, in order to disappear.2.0 Organisational development in practice a pillowcase study 2.1 Overview of the UK fast food domainThe UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the finical sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to ache better their position while new entrants have become common phenomenon. For the future, the persp ectives of the sector have been highlighted as significant. Still, concerns have appeared in moot to critical issues that have been related to industrys products reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sectors products for childrens health (Hardwick, 2014).2.2 Assessment of the strategy useIn order to measure out the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategys split. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategys implementation.2.2.1 Key elements of the strategyThe strategy implemented in the business under examination had two parts a) the first part referred to the introduction of changes in the tasks al located to the staff changes were introduced in copulation to the duties of all employees, including for the restaurants supervisor b) the second part of the strategy included a training platform. All employees in the businesses had to participate in a training course of study of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program severally employee had to spend one minute daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. distributively Friday employees had to pass a leaven on the weeks material. The results of the test were examine by a HR adviser. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees overall performance, as reported daily in the workplace. Emphasis was inclined to the potential of employees to respond to their new duties and to achieve self-improvement.2.2.2 Critical assessment of the strategys appropriatenessAccording to the literature, organisational development is a abstruse framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication conduct used by employees for responding to the ineluctably of their role (Cummings and Worley, 2014). The major advantage of OD it its potential to be related either to organisational structure or to organisational processes (Cummings and Worley, 2014 3). Brandford and murder (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of t he managers involved or on the resources usable for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved unspoilt by introducing change. Rather, it is necessary to review organisational strategy care in full and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar come near is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational market-gardening is also reviewed and updated (Anderson, 2013). The treasure of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is mad e to the leaders role in the triumphful implementation of OD plans. This view is justified by referring to the followers fact in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis fitly and to take emergent decisions. If the leader fails to respond effectively in each phase of the plan then the detects for the success of the plan are significantly reduced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graphical record in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurants manager has true that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for ar ranging the changing of livelys during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staffs left field in the restaurant would not be adequate for covering the tasks required. On the other fact, all employees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurants efforts to promote change have faced minimum resistance from employees.2.3 Evaluation of how the cooperation of stakeholders has been ensuredIn the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as twinge losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the responses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a tidy sum was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory about 73% of employees are convinced for the plans necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to inhabit for a particular period of time before developing an prospect for the plans effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be voluntary to support the OD of a business only in the pursuit case that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisations effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily wit and state their view on their food on real-time would be another scheme for increasing the customers interest towards the business involved. From another station of view, Schabracq (2009) explained that the efforts for securing the stakeholders support in a plan of change should be based on criteria of hierarchy emphasis should be given primarily to the members of the organisation as those who are interested mostly for the organisations success (Schabracq, 2009 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with cynicism and skepticism (2014 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders employees. For other categories, including customers a nd community valid view could be hypothecate after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers complaints would stop to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its constraining stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified.3.0 ConclusionThe implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified s ince employees are those directly impact by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted that the opposition of stakeholders to a change plan is likely to become stronger as the time passes (Roberts 2014 58). For eliminating such risk the managers of GM have favored to follow Lewins plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in e ach organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategys effectiveness.4.0 RecommendationsThe strategy of change implemented in the business under review should be improved at the following points a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business for example, a customer-feedback leaflet should be available in the restaurant b) the website of the restaurant should be appropriately customized so that the following option is available to customers customers should be given the potential to vote online for the restaurants poster, making their choices as their preferences. The results would be evaluated by the firms manager on a weekly basis so that drawbacks of the menu are addresse d. In other words, customers should be given a more active role in the improvement of organisations performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its closest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009) c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4).5.0 BibliographyAnderson, D., 2013. Organisation Development The service of Leading Organisational budge. London SAGE.Asghar, Z., 2011. New Approach to Strategic Planning the invasion of Leadership and Culture on Plan Implantation via the three Cs Cooperation, Collaboration and Coordination. ASBBS An nual Conference Las Vegas, February 2011, pp.1121-1132. open at . Accessed 12 November 2014.Barnard, M. and Stoll, N., 2010. Organisational permute instruction A rapid literature review. Short Policy give notice (of) No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . Accessed 12 November 2014.Boatright, J.2006. Whats Wrongand Whats Right with Stakeholder Management. ledger of Private Enterprise, 21(2), pp.106-131.Boonstra, J., 2008. kinetics of Organisational neuter and Learning. Hoboken deception Wiley & Sons.Bradford, D. and Burke, W., 2005. Reinventing Organisation Development New Approaches to flip-flop in Organisations. Hoboken John Wiley & Sons.Conrad, C. and Poole, M., 2012. Strategic Organisational Communication In a Global Economy. Hoboken John Wiley & Sons.Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont Cengage Learning.Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal The Public firmament Innovation Journal, 14(1), pp.1-16.Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13.Griffin, R. and Moorhead, G., 2009. Organisational Behavior Managing People and Organisations. 9th ed. Belmont Cengage Learning.Hashim, M., 2014. Organisational change case study of GM (General Motors). Journal of Business Administration and Management Sciences enquiry, 3(1), pp.1-5.Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change A sociable Work kind Justice Perspective. world(prenominal) Journal of Humanities and accessible Science, 2(5), pp.50-59.Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20.Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic noise for Enterprise Sustainability Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171.Kaplan, R. and Norton, D., 2001. Building a Strategy Focused Organisation. Ivey Business Journal, May/June 2001. Available at Accessed 12 November 2014.Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10.Lunenburg, F., 2010. Organisational Development Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9.Oswick, C., 2013. Reflections OD or Not OD that is the heading A Constructivists Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381.Maimunah, I., 2009. Corporate Social Responsibility and its role in community development An international perspective. The Journal of International Social Research, 2(9), pp.200-209.Nordin, E., 2014. communication Organisational Change Strategies for Communicating Change. The Clute Institute. International Aca demic Conference, San Antonio, Texas, USA, pp.135-145. Available at . Accessed 12 November 2014.Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley Emerald Group Publishing.Roberts, G., 2014. Servant Leader Human Resource Management A Moral and Spiritual Perspective. New York Palgrave Macmillan.Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development A Guide for Leading Change. 3rd ed. Hoboken John Wiley & Sons.Samson, D. and Bevington, T., 2012. Implementing Strategic Change Managing Processes and Interfaces to Develop a Highly Productive Organisation. London Kogan Publishers.Schabracq, M., 2009. Changing Organisational Culture The Change Agents Guidebook. Hoboken John Wiley and Sons.Wu, M., 2012. Managing Stakeholders An Integrative Perspective on the informant of Competitive Advantage. Asian Social Science, 8(10), pp.160-172.Yaeger, T. and Sorensen, P., 2009. Strategic Or ganisation Development Managing Change for Success. Charlotte IAP Publishing.Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector Research on Probable Applications. TOURISMOS AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108.