ZCMB6142

ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT

TEST ANSWERS

By Jegathiswary Rajendran
(ZP05123)

Name of lecturer

Dr. Ida Rosnita Binti Ismail

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 Section A

1. Organization development (OD) is a process that focuses on increasing an

organization's potential by aligning strategy, structure, people, rewards,
measurements, and management procedures. Organizational Development
entails documenting the company's present business processes and
organizational structure to begin improving them. whereas Strategic management
is the process of establishing goals, processes, and objectives to increase the
competitiveness of a firm or organization. Typically, strategic management
considers how to best employ people and resources to achieve these objectives.
Strategic management models seek to establish the Company's Mission, its
primary Vision, and the strategies required to attain this Vision based on current
business processes.

2. Changes occur as a result of adaptation. One of the difficulties that healthcare

workers at Sunway Medical center and other hospitals have had is figuring out
how to adapt. Since March, the watchword has been changed, from structuring
buildings to wall off patients with COVID-19 so the hospital can continue treating
patients with other diseases, to considerable changes in employee schedules,
duties, and workloads, to new hygiene, practices to avoid disease transmission.
Sunway Medical center used a hyperturbulent environment model to adapt the
changes. In a broader sense, technological innovation refers to everything that
emerges as a new concept in the realms of physical objects, equipment,
systems, and procedures. The three expressions are inextricably linked and even
overlap because structural changes in the organization can be classified as either
organizational or managerial innovation, depending on the degree of the
organization. In a broader sense, I refer to both product innovations and the
rejuvenation of manufacturing processes. recognize when is necessary to
change; develop the ability to implement change when needed

As the COVID-19 virus wreaks havoc on the healthcare system, telemedicine is

stepping into the spotlight and assisting healthcare provider organizations and
caregivers in better responding to the needs of the public who have contracted
the virus and Malaysians who need to check in with their providers on their health
status.

Telehealth is bridging the gap between people, clinicians, and health systems,
allowing everyone, particularly symptomatic patients, to stay at home and
connect with physicians via virtual channels, therefore reducing the virus's spread
to large populations. Critically, hospitals are rapidly implementing telemedicine to
treat isolated COVID-19 patients. During this worldwide epidemic, telemedicine is
developing as an effective and long-term alternative for COVID-19 precaution,
prevention, and treatment. According to Dedi Gilad, CEO and co-founder of Tyto
Care, a telemedicine technology company, telehealth is bridging the gap between
people, physicians, and health systems, allowing everyone, especially
symptomatic patients, to stay at home and communicate with physicians through
virtual channels, helping to reduce the spread of the virus to mass populations
and the medical staff on the frontlines. Critically, hospitals are rapidly
implementing telemedicine to treat isolated COVID-19 patients.

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 Many chronic patients might have planned teleconsultations from home to avoid
face-to-face clinic visits and thereby reduce their risk of COVID-19 exposure.
Hospitals frequently plan for disasters, but in the past, they have not fully embrac
ed telehealth technology. Hospitals frequently plan for disasters, but in the past,
they have not fully embraced telehealth technology. However, as the healthcare
sector grapples with COVID-19, we'll see more and more institutions implement
these technologies to restrict exposure at the frontline, as well as to safeguard
workers and other patients. Hospitals that make wise decisions will discover that
the benefits of telehealth extend beyond this current public health crisis since
additional emergencies are unavoidable.At the moment, there are two major
areas of telemedicine adaptation: hospitals are extending their telehealth services
and also looking for ways to train employees on a shorter timetable. The extent to
which hospitals may employ telemedicine features vary, but it might entail
investing in anything from video technology to permit remote consultations to
telemedicine carts to conduct exams with hospitalized patients outside of their
rooms. There are two main areas of adaptation for telemedicine at this time.
Hospitals are expanding their telehealth services and also finding ways to train
staff on a shortened timeline.

3. The absence of information about the causal process that creates individual
change is the criticism of planned change in conceptualization. The conduct of
the change consultant influences the executive team of the company. Their
behavior should, in turn, influence the behavior of organizational members, and
th. e behavior of organizational members should, in turn, generate the desired
results. Each of them is a cause-and-effect link, and there hasn't been much
study to assist us to grasp them experimentally. Overall, it may be argued that
the knowledge required to guide change is only partially available and that much
more research and thought are required to fill the gaps. Aside from that, there is a
lack of understanding of the situational impact. Knowledge of how the stages of
planned change differ across settings is another area where current thinking
about planned change falls short. Most models describe a generic set of
procedures that are meant to be relevant to the majority of changes. However,
we already know how to change operations can differ based on aspects such as
the scale of the change, the degree to which the client system is organized, and
whether the change is being undertaken in a local or foreign environment.
Significantly more work is required to discover circumstances that may need
changing the broad stages of planned change. This would very certainly result in
a plethora of planned change models, each tailored to a distinct set of situational
situations. In the case of planned change, such contingency planning is critical.

Second Criticism, Change is not always linear and logical. Change that is
planned does not represent the turmoil of reality. The proposed change models
appear to be quite linear and organized. In truth, change is extremely chaotic,
and it is quite easy to deceive individuals new to the profession or clients into
believing that everything is nice and tidy. It emphasizes that planned change has
a more chaotic nature, with shifting aims, discontinuous actions, unforeseen
occurrences, and unanticipated combinations of changes. Managers, for
example, frequently undertake changes without detailed plans that describe their

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 strategy and aims. As change occurs, new stakeholders may arise and demand
changes that reflect previously unknown or unvoiced requirements. These
emergent factors make planned change a lot more disordered and dynamic
process than is commonly depicted, and conceptions must reflect this reality. the
relationship between planned change and organizational performance and
effectiveness is not well understood. Traditionally, organizational development
had problems assessing whether interventions are producing observed results.

4. Organizations must make changes to improve their internal and external

functionality within a specific period. A corporation that is unable to adapt to
change will be unable to compete in a market in the long run. Change is a tough
and necessary process for organizations, yet it may lead to success. Businesses
must modify and innovate to adapt to a changing environment. Organizational
innovation demands the discovery of innovative approaches to issues, which may
lead to the creation of a shared resource for innovation. Transformation is
frequently required to address present concerns and make rapid adjustments to
successfully overcome such obstacles. Because it produces an instant result in
the shortest amount of time, CEOs want fast-paced improvements. Progress may
be seen, and the outcome can be quite positive if everything goes as planned.

Second, decision-making authority is entirely in the hands of top management.

The organization must strictly adhere to the instructions of senior management.
Managers can steer the company toward its targeted goals and results with little
pushback from below. Aside from receiving a quick and accurate result, the
organization will be able to outgrow its existing condition with visible
improvements and a high success rate. Top management is capable of
implementing changes with minimal opposition from below. In reality, all
subordinates will be encouraged to convert following the firm's direction to avoid
being left behind. It will make the manager's job easier in leading the organization
through a successful transition.

SECTION B

A) Macro problem: Difficult to tackle with for the new CEO of a company. The
CEO of a company is an individual who looks through all the responsibilities of
their firm and is the prime person on the decision-making table, whether a
problem is a small or major one, he/she is the final person to decide.

Micro problem (i): The company decides to reduce headcount. The new CEO
believed that some works were redundant. One mistake a company can make
is to downsize employees without altering the way the company does
business. When there is less staff on hand to do the work, then the processes
need to be changed to maintain productivity.

Micro problem (ii): The CEO makes abrupt adjustments to minimize costs
without first assessing the underlying difficulties, and he is unwilling to consult
with current team leaders.

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B) It's a significant thing to have a new CEO join the team. Mrs. Kay has the
potential to shake up the leadership team, resulting in departures and a new
approach. This causes worry about everyone since we are all curious about
the new CEO's aims and working style. When a new CEO enters the
company.Mrs. Kay which way too much different from her father. Her father
was very outgoing and cheerful. Mrs. Kay is a more serious-looking and
distant person.

Rather than focusing on the origins of the project and the amount of time and
work that has gone into it, she has viewed the new ventures as a waste of
money. She has a strong view about her projection for the earlier tour project,
which has a higher return than the newer initiatives that are still struggling to
produce a significant profit. A strong desire to decrease big costs arose after
reviewing the company's financial records. She chose on her own, without
consulting anybody else on her team or in her organization.

When she took a closer look at how the new projects were being marketed,
she saw that they could be completed with less labor allocation than was
needed because all she cared about was saving money and maintaining a
healthy business account balance. The marketing team's explanations and
worries about her projected reduction in staff were rejected, and she refused
to accept them.

She is also shown as someone aloof and unapproachable. When compared

to her father, this is a big contrast. In addition, she was denied the opportunity
to engage in various duties in which her father was involved as part of the firm
project's advancement. She didn't want to carry on the CEO's marketing
responsibilities via internet platforms in the same way they had been done
previously. She isn't interested in learning as much as she has to contribute to
the promotion effort. She prefers to delegate Instead of leading their team to
success as a leader, she manages like a corporate manager.

Reluctance to accept viewpoints and overly concentrated on being autocratic

and dominating the decision-making without previous discussion with the
team lead to this predicament. Rather than praising the positive aspects, she
held a meeting with her team to discuss the negative aspects. She considers
the cost of providing the bare necessities and the ease of staffing them to be
wasteful. Without considering the option of retaining employees with an
enhanced strategy, she enacted her notion of adjustments, including a
reduction in staff, without considering the possibility of bringing the firm to a
better stage. So she came up with the idea of doing away with as much as
possible from the most fundamental operations, resources, and staff. This has
resulted in a less enjoyable and more demanding work atmosphere than
under the prior CEO.

C) The interpersonal, group, and organizational dynamics are all areas where
human process interventions might help. Individual interventions. These
interventions are targeted to the individual, often aimed at improving
communication with others. An employee is coached on interpersonal

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 behaviors that are counterproductive. In addition, CEO might have arranged
for the development of interpersonal skills and it would have been much better
if she had taken part in the training herself. In this way, the employees will
have a better awareness of the real company difficulties and know what their
next moves should be. This role-playing will help participants improve their
interpersonal skills, as well as foster a better understanding of each other and
the world around them. In addition, they will have a better understanding of
their behavior and how to make improvements to benefit the business as a
whole. Furthermore, this method might have helped to build a mentality that
aligns with the firm's goal by establishing management objectives throughout
the organization. The new management's goal should have been made clear
to the employees, and their duties in helping them achieve it should have
been explained or instructed. Management can guarantee that all employees
play their part in accomplishing this aim by aligning their mindsets with the
goal. As a result of working for the same aims, the distance between the
company and its employees would have been narrowed.

Besides that, Human Resource Management Interventions are possible

solutions that may have been implemented by the new management. These
are organizational development techniques that focus on the way the
individual is managed. Many of these are part of HRM functions. This is
because the new CEO should have come up with an effective technique that
genuinely drives the firm towards a mindset of cost savings. They could have
contributed more if they had focused on lowering costs together rather than
being cut off from the organization or having basic facilities and perks taken
away from them. training might have helped with this since they teach people
how to get along with one another despite their differences as subordinates.
This will serve as a platform for reducing tensions and involving both parties in
completing chores with greater devotion as a result. It will also help those
individuals better comprehend each other's group dynamics. Instead of cut of
staff management can improve staff performance by managing their
performance. Good performance management includes techniques such as
goal setting, performance appraisal, and reward systems.

D) Change metrics should be used to see how well the suggested interventions
work. This is because change metrics look at three main things: achievement,
completion, and acceptability. When a project is done, it will be measured by
how well the staff who worked on it adopts the changes or strategies that
were put in place by management. Employees will be able to show that they
can do their job and that the company is making progress toward its goal with
more employee engagement. Then, completion will look at how an
organization plans, scopes, and estimates how long it will take to get things
done after a change is made. This dimension will show how well and how well
the changes were put into place. Acceptability is all about how satisfied the
stakeholders or customers are with the changes that have been made. It will
look at how the customer feels about the need to change and how happy they
are with the results after the change.

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