Report on Change Management and Organisational Development for LPHY

This report provides a comprehensive analysis of change management and organisational development, focusing on the local charity LPHY. It begins by outlining strategic changes LPHY can implement, with a primary focus on organisational restructuring. The report then explores the application of McKinsey's 7-S change management model, detailing how it can be used to improve various aspects of the organisation. Furthermore, the report addresses the potential for organisational and individual resistance to the proposed changes, discussing the factors that contribute to resistance and strategies to mitigate them. The report concludes by summarising the key findings and recommendations for successful change management within LPHY, emphasizing the importance of effective communication and stakeholder engagement.

MG630 Change
Management and
Organisational
Development

TABLE OF CONTENT
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
Strategic change that LPHY can take..........................................................................................3
Change management model.........................................................................................................5
Potential for organisational and individual resistance of the change plan...................................6
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Change management is denotes the importance of managing people emotions and staff
concerns when changes are needed in an organization. Change is needed to manage the
performance and growth of the organization (Galli., 2018). LPHY is local charity whose purpose
is to support the Hospice care for the local people. This report highlights the strategic change that
LPHY can follow that can be restructuring and a change management models to enhance the
performance of the organization. The model includes 7S that is style, system, structure, shared
values, skills, strategy and staff. This report also addresses the potential for business and people
resistance of the change plan.
MAIN BODY
Strategic change that LPHY can take.
Organisational restructuring
Restructuring is that kind of the organisational strategy change for the purpose of transforming
for its own betterment. These kind of changes can be operational processes, ownership or legal
and the reasons behind these changes in the organisation can be internal or external. Vast
changes can have a big impact on the functioning of the company.
Managing the organisation during the organisational restructuring
Understanding the existing workforce
The restructuring of the organisation can become very critical for at times and the changes are
not easy to implement and also the negativity can create an impact on the job satisfaction of the
remaining employees also which is why it is important to handle the staff in a careful manner
(Shaik, 2020).
Organisational structure
The structure of the organisation specifies the functions of the job, responsibilities of the
employees along with the scope. It is also necessary to have clear structure to have a proper
understanding about the task of every employee. The structure must be laid out before the
process of the restructuring can even take place.
Redesigning the jobs
After analysing the organisational chart it is then important to redesign the responsibilities and
the roles according to the latest strategy which is being made. Also, the comparison of the new

job roles to the old ones must also be there so as to comprehend the differences and the
similarities between them. The time when it is done then the organisation will have an improved
idea about the suitable job roles for the employees and well in some of the cases even the new
vacant positions can also come up (Based).
Redeployment and Downsizing
Once all these decisions are being made then it is the time to finalize that what kind of the
employee should stay or not in the organisation. It is necessary to take the important decisions
for the purpose of the restructuring in order to be successful.
Strategies for the new work staff
Once after finalizing the organisational structure, job roles and the workforce then comes the
most important which is effective workplace communication. For this purpose it is necessary to
make the existing work staff to be able to understand about the few important details. The ways
in which the work can be done from them and what are the expectations from them. Even a
seminar can also be conducted on the new ways in which the company is heading to and then
according to that develop the necessary strategies.
Reasons for organisational restructuring
Changing business environment
As the business world is being modifying rapidly and it will always be considered as a dynamic
environment as it never be on a single point and keeps on altering with the time.
New methods of operation
Along with the time the latest methods of entry into the operations will always be there which
can be the latest and the improvised working systems, better employment policies, increase of
the remote working culture, advancements in the technology and the telecommunications
(Chowdhury, 2019).
Buyout
In these kind of the cases, the process of the restructuring happens in the business proceedings in
which the party takes the rights of the interest in the organisation for the sum of money.
Other reasons involves the different direction.
The various types of the organisational restructuring includes the mergers and the acquisitions,
legal restructuring, financials, repositioning, cost reduction, turnaround, divestment and the Spin-
off.

Change management model
McKinsey's 7-s change management model is applicable for the proposed change in
LPHY. This model is useful approach for individual performance different roles within a
company because it acknowledges change that can affect components of a business differently.
Here the 7- s includes strategy, system, structure, staff, shared values, style and skills (alvarli,
and Kayiskan., 2018). This model focuses on structure of the company, staff involved, manner of
work, change strategy, skills that staff have, business processes and system. The first three that is
structure, systems and strategy are also called hard elements. Whereas staff, shared valued, style
and skills the soft elements. Strategy provides a strong foundation for LPHY change
management plan. If a business not have clear strategy than it can be hard to convince their
stakeholders and staffs that the changes are necessary. LPHY face many difficulties during
pandemic in working methods etc. Scene they need good strategy which helps business to
achieve their targets. By strategy, people will able to understand and cope why the change are
needed for the business moving forward.
Structure if the company refers to various types of department , roles and division that
make up organization. It includes reporting structure that is who report to whom and how the
different division interact with each other. Structure is very important to define the duties and
riles which staff plays within a company such as level of authority etc. LPHY has lack of
computer in many stores so employees are using their personal phone and personal emails for the
work purpose (Jayatilleke, and Lai., 2018). System of an organization is all about getting the
work done on the daily basis. This includes some specific protocols and procedure which
individual follow when they complete the tasks. When thinking about the changing the
organization system, it may be necessary to fix the various types of workflows and project
management which are currently in a place.
Style if decision-making and leadership that currently in the place within an organization.
Style influence the productivity, performance, corporate structure or culture etc. and in simple
words style is the manner how the work is to be done. LPHY fail in generating sales expectation
from the online, so they change their working style and work in systematic orders. Skills
comprise the capabilities and talents of the company management and staff, which can determine
types of achievements. There may a chance when a company assesses its skill and decides to
make change on order to reach to the objective (Helmold., 2022). This make sure that the

employees are able to learning new skills and things which helps them in remain competitive.
Shared values is about the culture of the organization, it refers to how the employees intersect
with each other and what values they share. Shared values relate the actual accepted if behaviour
within the organization culture. Staff element is about the individual within the organization,
company can get success if the productivity is good then it creates positive impact on the
organization. During pandemic many employees' loss their job so it gives great impact.
McKinsey 7-s change model helps both managers and employees to understand different
components of the change that affect the whole organization. This model helps to promote trust
among different level of management with in a company. This model fit for the LHPY to change
their management by such planning. Using this change model make sure that the company
culture is not affect negative by implementing the necessary changes. Managers who use this
model it helps them to motivated their staff members. This model also helps in understanding the
roles in the organization change and effective implementation.
Potential for organisational and individual resistance of the change plan.
The resistance to change is the activity of struggling with the transformations that
changes the status. This kind of the resistance to change can take place in the employee or even
the workforce. Individual source of the resistance to change exist in human characteristics or
tenets and influenced by the various differences such as their perceptive, needs, personal
backgrounds, personality related differences etc. (Chmielewska., and et.al., 2022).
Organizational factors which influence resistance to change are; resistance due to structure
limitation or rigidities. Structure resistance is feature of bureaucracies, which focus in control,
set, stability or routine. Successful change management in a company required string
commitments if the managers and involvement of the top management, integrated and focused
approach, stable and string leadership, effective communication etc. possible treats to resources,
power or expertise can also become reasons for organization level change. Any kind of change
will involve heavy resistance at individual and organizational level as well.
Through effective communication the change become easy to handle and reduce the
barriers or resistance on the way to change. There are some reasons for resistance to change that
is lack of trust, emotional response, poor communication and fear of failure etc. for solve these
problems the company can implement change, overcome opposition, effective engage employees

and many more options. The changes can lead to the losses to the particular company or the
organisation that is being affected by it. In the big and the unexpected changes, the departments,
groups and the employees that frequently go through the turmoil, recoil, shock or daze (Da
Veiga, 2018).
Insecurity
The feeling of the security in those individuals who tends to get change from one surrounding to
the another and then they are left with no clue about the expectations from the execution of the
change.
Possible social loss
Change can even bring the social loss as if a single change takes place in an individual then the
group tends to loose its power and the individual who is being transferred gets influenced as that
person looses the connection between the other group members.
Economic loss
The latest technology lets the organisation to develop the similar amount but with less
employees. However, some of the employees contributed to the surplus in some aspect because
of the automation that may be retained while the others can also go through the economic loss.
Inconvenience
Although if the change is not related to the economic or the social loss the latest techniques and
the processes can also be acquired or learned. The mental and the physical energy re required to
be expended and some of them may not like that.
Resentment of control
When the employees are expected to change then they come to know that they are not left with
any option other than executing the change which can also develop some kind of the resentment
that these employees got no control on their destiny. Even if that particular change is for the
betterment of the organisation then also they tend to resent for the change.
Unanticipated repercussions
If any change occurs in a particular department then it is most likely that it will create an effect
in the other department (Cilliers and Henning, 2021).
Threats to influence
When a particular change tends to decrease the power of the group, division or the department
although if it is for the betterment of the organisation along with its employees and other aspects

then too it is likely that it will come up to the resistance of the employees which are related to the
change.
CONCLUSION
Change management is the methods of leveraging change that bring successful
resolution, and includes three phases that is implementation, follow through and preparation. The
above report includes the strategic change that is restructuring with some importance. This report
also includes some reasons for restructuring such as buyout, new methods of operation and
change business environment. This report also includes reasons for strategic change and also
discuss change management model (such as McKinsey 7-S) for some changes in the
organization. Moreover, this report also addresses potential for business and people resistance of
the change plan.

REFERENCES
Books and Journals
Based, A.I.A., Embracing Organisational Development and Change.
Chmielewska, M., and et.al., 2022. Evaluating Organizational Performance of Public Hospitals
using the McKinsey 7-S Framework. BMC health services research. 22(1). pp.1-12.
Chowdhury, R., 2019. Organisational Development. In Systems Thinking for Management
Consultants (pp. 457-484). Springer, Singapore.
Cilliers, F. and Henning, S., 2021. A systems psychodynamic description of clinical
psychologists' role transition towards becoming organisational development
consultants. SA Journal of Industrial Psychology.47(1). pp.1-10.
Da Veiga, A., 2018. An approach to information security culture change combining ADKAR and
the ISCA questionnaire to aid transition to the desired culture. Information & Computer
Security.
Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE
Engineering Management Review. 46(3). pp.124-132.
Helmold, M., 2022. Performance Management Excellence Through Change. In Strategic
Performance Management (pp. 179-192). Springer, Cham.
Jayatilleke, S. and Lai, R., 2018. A systematic review of requirements change
management. Information and Software Technology. 93. pp.163-185.
Salvarli, M.S. and Kayiskan, D., 2018. An analysis of McKinsey 7-s model and its application on
organizational efficiency. Int. J. Sci. Technol. Res. 4. pp.2422-8702.
Shaik, K., 2020. FABRICATING THE PROFICIENCIES OF EMPLOYEES TRANSFORM TO
IMPERISHABLE ORGANISATIONAL DEVELOPMENT: AN EXAMINATION.
Global Journal For Research Analysis (GJRA).9(4).