IOP3705
Assignment 2 Semester 2 2024
DUE DATE: : August 2024
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Question 1: The General Model of Planned Change and Its Application to BlueSkies
Airlines
The General Model of Planned Change comprises four key activities: Entering and
Contracting, Diagnosing, Planning and Implementing Change, and Evaluating and
Institutionalizing Change. These activities provide a framework for effectively managing
organizational development (OD) initiatives. In the case of BlueSkies Airlines, these
activities were evident in the sequence of events described in the case study.
Entering and Contracting
The first step, entering and contracting, involves gathering initial data to understand the
problems or opportunities within an organization and developing a contract to guide the
change process. This step helps in deciding whether to commit resources to a planned
change program (Cummings & Worley, 2020).
In the BlueSkies Airlines case, entering and contracting were evident when the CEO
recognized the need for an external perspective and partnered with OD Consulting Ltd.
The initial discussions with key stakeholders and the development of a comprehensive
contract outlined the scope of work and established clear roles and expectations. This
phase ensured that all parties were aligned and committed to the change process.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
Assignment 2 Semester 2 2024
DUE DATE: : August 2024
Terms of use
By making use of this document you agree to:
Use this document as a guide for learning,
comparison and reference purpose,
Not to duplicate, reproduce and/or misrepresent the
contents of this document as your own work,
Fully accept the consequences should you plagiarise
or misuse this document.
Disclaimer
Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
, 0688120934
PREVIEW
Question 1: The General Model of Planned Change and Its Application to BlueSkies
Airlines
The General Model of Planned Change comprises four key activities: Entering and
Contracting, Diagnosing, Planning and Implementing Change, and Evaluating and
Institutionalizing Change. These activities provide a framework for effectively managing
organizational development (OD) initiatives. In the case of BlueSkies Airlines, these
activities were evident in the sequence of events described in the case study.
Entering and Contracting
The first step, entering and contracting, involves gathering initial data to understand the
problems or opportunities within an organization and developing a contract to guide the
change process. This step helps in deciding whether to commit resources to a planned
change program (Cummings & Worley, 2020).
In the BlueSkies Airlines case, entering and contracting were evident when the CEO
recognized the need for an external perspective and partnered with OD Consulting Ltd.
The initial discussions with key stakeholders and the development of a comprehensive
contract outlined the scope of work and established clear roles and expectations. This
phase ensured that all parties were aligned and committed to the change process.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
