Change and Organisational Development

This report discusses the importance of organisational development and change management for the growth and development of an organisation. It identifies the strategic change that LPHY can take and outlines the planned change approach using the change management model. The report also addresses the potential of organisational and individual resistance to the proposed plan.

Change and
Organisational
Development

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY ..................................................................................................................................3
Identify and rationalise the strategic change that LPHY can take .............................................3
With support of change management model, outline the planned change approach to this
proposed change .........................................................................................................................4
Address the potential of an organisation and individual resistance of the proposed plan..........6
CONCLUSION ...............................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Organisational development refers to the approaches which are objectives based to
systems change within an organisation. This is a kind of development which enables the
organisation to sustain and build the new desired state for the entire organisation. In the present
report, LPHY is taken into consideration(Austen and Jones-Devitt., 2018). It is basically a local
charity that aims to support the best Hospice care for local people. Th present report will cover
discussion about the strategic change that LPHY can take and also about the change management
model for outlining the planned change approach to the proposed change. In addition to this, the
report will cover analysis about the potential for organisational and individual resistance of the
proposed change plan.
MAIN BODY
Identify and rationalise the strategic change that LPHY can take
LPHY is basically a local charity which aims for supporting the best Hospice care for
local people. The organisation is divided into two categories which is named as retail and non-
retail(fundraising/finance/admin). During the pandemic situation, they have the opportunity to
restructure which results in eight voluntary redundancies from those who felt the planned
changes to T & Cs and the methods of working were also unnecessary. In the past, retail has the
poor relationship with fundraising and also there is sensitivity towards changes/ decisions which
has originated from the Head Office. The management team has pushed towards the concept of
one team(Curtis., 2018). This concept has raised when there was pandemic situation and all the
retail staff were furloughed as the shops were closed. The charity has also decided to invest into
higher terms in the new IT structure which has provided the full cost case of business to the
board which details the important benefits into context of cost savings and also increases the
productivity as well. The charity has taken this decision because many people have forgot their
email address which are of working nature and they have started using personal email and
phones for the work purpose.
It has been observed that due to pandemic situation, there was weakness into context of
fundraising model to the fore which is a reliance on the community events which has left the
charity into vulnerable position as this situation has cut down the major sources of income.

The decision has been taken in order to invest in the higher skilled staff members with the
experience in specialised area of fundraising. With this restructuring it results into the number of
voluntary redundancies and new hires as well. The strategy has proved to be very successful into
financial terms and the income during the pandemic has far exceeded the initial forecasts
(Horrell and et.al., 2018). As part of the restructure, most of the staff members have adjusted
their salaries and there is small number of long serving staff members are being paid above the
rates of market for the role as a result of uncapped annual pay rises over several years. There is a
kind of acceptance at the level of senior management team that some form of PM is required
because its the best practice which has no consensus about what form it should take or even what
it should be achieving.
In the overall manner, there are around five to six issues where change needs to be taken
place. LPHY needs to increase it fund raising to encourage and provide additional services for
the well being of the regional people. The trust has to invest more into the context of structure of
information technology for supporting the expanded productivity(Kafile., 2018). There is
requirement of recruitment of artisans of experienced people for filling the vacancies and the
salary of workers requires to be improved for retaining and motivating the employees to work
into better terms. The trust has to modify the system of project management which can assist
in empowering and encouraging the four hundred volunteers working for providing the best
health service to the local groups of people.
So these are the strategic change that LPHY can take in order to have proper positive
growth and development as well. There is a reason behind the strategic change which is mainly
associated with the main characteristics of the business which needs to be modified according to
changing period of time. That's why its very important to have strategic change at the
organisational level for the result oriented work.
With support of change management model, outline the planned change approach to this
proposed change
Change management model refers to the theories, concepts and methodologies which
provides the in depth approach to organisational change. There is a model which is named as
Lewin's change management model which is a very easy to understand framework in order to

humanise the process of change management. There are three distinct stages within this model
which are named as unfreeze, change and refreeze.
 Unfreeze: It is a preparation stage which is about analysing how the things work now so
the individual properly understand what required to change in order to get the intended
results. Within this stage, the individual makes the case to communicate and employees
what to expect so everyone impacted is prepared. In context to LPHY, within this stage
it is important to make understand employees about the change requirement and its
related needs as well. LPHY needs to increase it fund raising to encourage and provide
additional services for the well being of the regional people (Majumdar., 2020). The trust
has to invest more into the context of structure of information technology for supporting
the expanded productivity. There is requirement of recruitment of artisans of
experienced people for filling the vacancies and the salary of workers requires to be
improved for retaining and motivating the employees to work into better terms. The trust
has to modify the system of project management which can assist in empowering and
encouraging the four hundred volunteers working for providing the best health service to
the local groups of people.
 Change: It is the implementation phase where put the change into practice and keep
communicating and also provides the support for all employees who are involved(Shah
and Shome., 2022). In context to LPHY, they have to properly follow all the rules and
regulations and accordingly take actions towards it as well.
 Refreeze: It is the stage where to avoid falling back into the old ways of doing things
and to develop the strategy to check in and also make sure that the change sticks. It is
important to review the work of new processes and also measures the how well the
individual reached towards the goals. In context to LPHY, they have to properly and
consistently follow the change and don't go back to the initial stages of way of working
and old patterns as well.
For implementing the planned change approach, it is very important that to understand the
process of preparing the entire organisation for the new goals and directions as well(Srinivas.,
2020). It is very necessary that to implement this change management model so that accordingly
organisation can take action towards it and work into result oriented terms.

Within this new change it is very important that to understand the significance of this
proposed change so that people and organisation is ready to adopt it into positive terms with the
right kind of approach.
Address the potential of an organisation and individual resistance of the proposed plan
At the organisational level, it is very important to have an idea about the potential of an
organisation so that accordingly actions can be taken towards it. It has been observed that the
way in which the organisation is structured is the very initial determinant which it should offer
the potential for higher productivity that is realised in the way that systems work. The positive
organisational potential refers to those characteristics and states of organisational resources
which creates positive culture of organisation and positive organisational climate. In context to
LPHY, it has the potential to provide support system into context of Hospice care for local
people(Vargas and et.al., 2019). It is mainly done through gifting of around £1m on the yearly
basis to an NHS hospice that enables the provision of additional services. The charity has the
potential level in terms of doubling the number of shops and increasing the fundraising through
£ 2 m so that additional services of community can be funded. This is the main potential level of
an organisation of LPHY.
According to proposed plan, there are certain reasons due to which the individual resist
and this kind of resistance lead towards the low growth of an organisation. The people of an
organisation resist for the change due to which they are not ready to accept the changes into
positive terms. People are so comfortable in their old patterns that they are not ready for the new
change due to which they can't perform according to the organisation expectations and
requirements as well. In context to LPHY, during the time period of pandemic situation it has
been observed that within the retail, the senior management team has pushed for the concept of
one team due to which and this concept has arises when staff members were on the leave due to
this critical situation (Waddell and et.al., 2019). So the staff members were not ready for this
new change and also their shops do not have computers so certain people have started using their
own personal mobile phones for work purposes. People have shifted towards this activity very
frequently because they were very comfortable with their own personal devices, equipments and
machines as well.

It has been observed that the shops can't generate sales in this difficult situation due to
which it becomes very challenging to survive into this critical situation. For sustaining
themselves, they have shifted themselves on the online basis where they have don't have
smartness to run themselves into effective terms due to which they have failed into context of
generating sales into result oriented terms(Das., 2019).So the change of shifting themselves on
the online basis also resist people to work into collaborative terms and don't take initiative for
this new kind of approach of running their business into successful terms. Within the non-retail,
when they have tried to invest into those people who have more experience and also have more
skills then these people can't work for longer period of time. One individual did not fit according
to the cultural patterns and another two individual have the opportunities to work somewhere
else. So they can't accept this new change and people have more importance towards the
financial parameter due to which they can't work for longer period of time. So these are the
instances which shows that people of LPHY has resisted for the change which were beneficial
for their growth and development. That's why it is very important to generate this understanding
about the change and its significance at the organisational level.
CONCLUSION
The above stated report concludes that organisational development and change
management is very important for the organisational growth and development as well. It has
been concluded that the strategic change is very important for the positive growth of an
organisation. For implementing the change, it is necessary to implement the change management
model so that appropriate actions can be taken for the positive growth and development. It is
necessary to understand the requirement of change so that employees adopt it into positive terms
with the right kind of approach. Within the proposed change plan it is very important that to have
an idea about the potential of an organisation so that they can move forward them with the right
kind of approach. So in the overall manner, it is very necessary to implement the new change at
the organisational level. Without change there is no possibility of growth into result oriented
terms as well.

REFERENCES
Books and Journals
Austen, L. and Jones-Devitt, S., 2018. Observing the observers: Using digital storytelling for
organisational development concerning ‘critical whiteness’. Project Report.
AdvanceHE.
Curtis, G., 2018. Functional collusion in a UK non governmental organisation: processes of
shame and exclusion from the perspective of an organisational development
practitioner.
Das, A., 2019. Interventions for Organisational Development. Educational Quest, 10(3), pp.107-
118.
Horrell and et.al., 2018. Creating and facilitating change for person‐centred coordinated care
(P3C): the development of the organisational change tool (P3C‐OCT). Health
expectations, 21(2), pp.448-456.
Kafile, M., 2018. A framework of intrapreneurship development for corporate entrepreneurship:
a case study of organisational development. Educor Multidisciplinary Journal, 2(1),
pp.171-191.
Majumdar, A., 2020. Discovering the Root Causes of Success: The Strength-Based Approach In
Organisational Development. In Appreciative Inquiry Approaches to Organizational
Transformation (pp. 119-132). IGI Global.
Shah, H. and Shome, S., 2022. Organisational development through business innovations. Int. J.
Intelligent Enterprise, 9(1), p.1.
Srinivas, E. S., 2020. Future of Organisational Development. NHRD Network Journal, 13(2),
pp.246-250.
Vargas and et.al., 2019. Sustainable development stakeholder networks for organisational change
in higher education institutions: A case study from the UK. Journal of Cleaner
Production, 208, pp.470-478.
Waddell and et.al., 2019. Organisational change: Development and transformation. Cengage
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