IOP3705 : Organisational Development and Change
ASSIGNMENT TWO
S1&S2 YEAR 2021
QUESTION 1 Discuss the four activities involved in the General Model of Planned
Change and indicate whether you feel these activities were adhered to in the
above case study. Substantiate your answer with relevant examples from the
case study. (16)
The General model of planned change arranges and puts together models of change
into four activities. It describes the sequence which an organisation moves through
when performing change and specifies the organisation development (OD) activities
needed to effect change. The activities are entering and contracting, diagnosing,
planning and implementing change and evaluating and institutionalising change.
The first activity is entering and contracting. Entering and contracting helps managers
decide either to proceed or not to proceed with a planned change program and to
commit resources the process. It involves collecting initial data to determine problems
that the organisation is going through, reasons for change or to determine the positive
areas for inquiry.
This activity was adhered to as evidenced by the following phrase:
Case study: “Through detailed analysis of company structures and systems as well as
focused collaboration with the owner and his key leaders, the Quest-OD team was able
to understand the problems facing the company and subsequently entered into an OD
relationship to engage in further planned change”
Another activity is diagnosing. This is the second phase and it is the process of
understanding a system’s current functioning. It consists of gathering, analysing and
feeding back data. The focus is on understating the organisation problems, what the
, causes and the effects of those problems are and or understanding the positive
elements of the organisation, what strong points the organisation can develop.
Diagnosing can happen at organisation level, group level of individual level.
Organisation level involves the total system. At group level issues are associated with
department and group effectiveness and at individual level issues involve the way jobs
are designed and performed.
This activity was adhered to as well since the case study acknowledges that the
problems were understood.
Case study: “the Quest-OD team was able to understand the problems facing the
company”
Case study: “After analysing the information and providing feedback to the CEO of Alive
(Pty) Ltd, it was decided to develop a new organisation structure”
Planning and implementing change is another activity. The OD consultant and the
organisation members now work together to plan and put into operation OD intervention.
They design interventions to achieve the organisation vision and goals and they make
action plans to implement them. There are several criteria for designing intervention,
including organisation readiness for change, its current change capabilities and its
culture and power distribution. Main focus is on directing and managing the change,
creating a desired future vision of the organisation, managing change and upholding the
drive of change. There are 4 major types of interventions that can be applied to the
three levels, these are: a) Human process interventions b) Human resources
management interventions c) Techno-structural intervention d) Strategic intervention
The above activity was adhered to in the case study as evidenced by the following
phrase:
Case study: “subsequently entered into an OD relationship to engage in further planned
change”
Last but not least is evaluating and institutionalising change. The final stage of planned
change entails evaluating whether the implementation was successful and if it yielded
ASSIGNMENT TWO
S1&S2 YEAR 2021
QUESTION 1 Discuss the four activities involved in the General Model of Planned
Change and indicate whether you feel these activities were adhered to in the
above case study. Substantiate your answer with relevant examples from the
case study. (16)
The General model of planned change arranges and puts together models of change
into four activities. It describes the sequence which an organisation moves through
when performing change and specifies the organisation development (OD) activities
needed to effect change. The activities are entering and contracting, diagnosing,
planning and implementing change and evaluating and institutionalising change.
The first activity is entering and contracting. Entering and contracting helps managers
decide either to proceed or not to proceed with a planned change program and to
commit resources the process. It involves collecting initial data to determine problems
that the organisation is going through, reasons for change or to determine the positive
areas for inquiry.
This activity was adhered to as evidenced by the following phrase:
Case study: “Through detailed analysis of company structures and systems as well as
focused collaboration with the owner and his key leaders, the Quest-OD team was able
to understand the problems facing the company and subsequently entered into an OD
relationship to engage in further planned change”
Another activity is diagnosing. This is the second phase and it is the process of
understanding a system’s current functioning. It consists of gathering, analysing and
feeding back data. The focus is on understating the organisation problems, what the
, causes and the effects of those problems are and or understanding the positive
elements of the organisation, what strong points the organisation can develop.
Diagnosing can happen at organisation level, group level of individual level.
Organisation level involves the total system. At group level issues are associated with
department and group effectiveness and at individual level issues involve the way jobs
are designed and performed.
This activity was adhered to as well since the case study acknowledges that the
problems were understood.
Case study: “the Quest-OD team was able to understand the problems facing the
company”
Case study: “After analysing the information and providing feedback to the CEO of Alive
(Pty) Ltd, it was decided to develop a new organisation structure”
Planning and implementing change is another activity. The OD consultant and the
organisation members now work together to plan and put into operation OD intervention.
They design interventions to achieve the organisation vision and goals and they make
action plans to implement them. There are several criteria for designing intervention,
including organisation readiness for change, its current change capabilities and its
culture and power distribution. Main focus is on directing and managing the change,
creating a desired future vision of the organisation, managing change and upholding the
drive of change. There are 4 major types of interventions that can be applied to the
three levels, these are: a) Human process interventions b) Human resources
management interventions c) Techno-structural intervention d) Strategic intervention
The above activity was adhered to in the case study as evidenced by the following
phrase:
Case study: “subsequently entered into an OD relationship to engage in further planned
change”
Last but not least is evaluating and institutionalising change. The final stage of planned
change entails evaluating whether the implementation was successful and if it yielded
