Change and Organisational Development - Presentation

This presentation focuses on the strategic and operational importance of change for LPHY, change management models that can be used by LPHY, and the role of organizational development in future success of business. It explores the impact of change and organizational development on LPHY's competitiveness, efficiency, and effectiveness.

CHANGE AND
ORGANIZATIONAL
DEVELOPMENT

TABLE OF CONTENTS
 INTRODUCTION
 STRATEGIC AND OPERATIONAL IMPORTANCE OF CHANGE FOR LPHY
 CHANGE MANAGEMENT MODELS THAT CAN BE USED BY LPHY
 ROLE OF ORGANIZATIONAL DEVELOPMENT IN FUTURE SUCCESS OF BUSINESS
 CONCLUSION
 REFERENCES

INTRODUCTION
Organizational development is the field of study which focuses
on change and how such change can create an impact on the
organization.
LPHY is a local charity company that support in offering best
Hospice care for local people.
The initials of VUCA stands for volatility, uncertainties,
complexities and ambiguity which is the method of describing
the situation that is constant and involves unpredictable change.
The presentation will be defining strategic and operational
importance of change for the selected organization.

STRATEGIC AND OPERATIONAL IMPORTANCE OF
CHANGE FOR LPHY
In case of LPHY, the strategic and
operational change is significantly
valuable and this can bring various
advantages to the organization.
As LPHY have been operating in
VUCA environment, this has been
responsible for hampering the
operations of charity business and the
strategic and operational importance
of change for LPHY is addressed
below:
To drive positive team work
Job enrichment
Offer quality of wok
To boost motivation of employees
Supports in progress

CHANGE MANAGEMENT MODELS THAT CAN BE
USED BY LPHY
Lewin change management model
This model of change was proposed by Kurt Lewin which is a
three stage process of change. The implication of Lewin change
management model in relation to the charity company, LPHY is
defined below:
Unfreeze- This is the first stage of change management model
which focuses on encouraging people and employees to embrace
and accept change through which the company can enhance their
effectiveness and mange to sustain the company in such volatile
and uncertain situation.
Change- This is the second stage of change management and this
involves the application of planned strategies and action plans
through which companies can meet targets and drive change that
can enhance the competitiveness and efficiency of overall
organization.
Refreeze- This is the last stage of change management model in
which the company can sustain the change that has been driven in
the company.

ROLE OF ORGANIZATIONAL DEVELOPMENT IN
FUTURE SUCCESS OF BUSINESS
Organizational development is a science-based
approach that support companies in building their
capacity to change through which they can accomplish
higher effectiveness and maximize the profitability of
companies.
In case of LPHY, the role of organizational
development in future success of business is discussed
underneath:
Optimize operations
Improve efficiency, effectiveness
and competitiveness
Increase value for stakeholders
Ease of embracing change
Cost reduction

CONCLUSION
From the detailed analysis of PPT, it can be stated that
change and organizational development is the approach
that is followed by companies through which they can
sustain their competitive position within the industry and
maximize the profitability of the organization in dynamic
business environment.
By embracing change in the organization, this will
support companies in meeting the roles, enhancing the
effectiveness and enhancing process sustainability of the
employees and overall organization.
By focusing on organizational development, this will
support companies in ensuring business success and
sustainability in uncertain business environment.

REFERENCES
Books and journals
 Cimini, C and et.al., 2020. How do industry 4.0 technologies influence organisational change? An empirical
analysis of Italian SMEs. Journal of Manufacturing Technology Management.
 Curtis, G., 2018. Functional collusion in a UK non governmental organisation: processes of shame and
exclusion from the perspective of an organisational development practitioner.
 Elliott, I. C., 2020. Organisational learning and change in a public sector context. Teaching Public
Administration. 38(3). pp.270-283.
 Francis, H. and Baum, T., 2018. HR transformation within the hotel industry: building capacity for
change. Worldwide Hospitality and Tourism Themes.

THANK YOU