Report: Organizational Change and Development at Farm Bank Analysis

This report provides an in-depth analysis of organizational change and development within Farm Bank. It examines the challenges faced during the implementation of a new Management Information System (MIS), highlighting issues such as employee resistance and the need for effective change management strategies. The report explores relevant theories, including Lewin's Forces-Field Theory and Evolutionary Change, to understand the dynamics of change within the organization. It discusses the importance of a well-defined implementation plan, including the unfreezing, change, and refreezing stages, to ensure the successful adoption of new systems. Furthermore, the report analyzes the application of process consultation and team-building strategies as interventions to facilitate change, emphasizing the need for open communication and employee involvement. The analysis concludes with recommendations for overcoming resistance, improving communication, and fostering a more positive environment for organizational development. This comprehensive overview provides valuable insights into the complexities of organizational change and the strategies required for successful implementation.

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ORGANIZATIONAL CHANGE AND DEVELOPMENT
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Introduction
Change has dependably been there in human life in all angles, for example, political, financial,
and political. Notwithstanding, globalization has given greater chance to the development of
different parts of human lives, prompting quick change and improvement in both the human life
and the tasks of associations(Shea et al 2014,p.27). Numerous individuals and associations
change the life cycle prompting advancement. These progressions are either arranged or
impromptu and much of the time is not generally invited by the influenced people. Accordingly
appropriate administration of the difficulties is required to supervise the adequacy of the
proposed improvement. The paper investigates the organizational change that happens in Farm
Bank, considering the hypothesis and ideas should be utilized to encourage the achievement of
the change. The paper additionally investigates advance proposals on the conceivable most ideal
methods for checking the looming challenges.
Organizational change refers to the change of business about the mechanical headway,
enhancement of items and administrations and extension of main impetuses that prompt the
improvement. Hierarchical advancement alludes to an arranged association wide push to enhance
the adequacy and feasibility that affect the activities of the association and the people
within(Sulich 2015,p.67)Arranging is the most widely recognized method for encouraging
authoritative advancement as the association has the chance to choose the best methodology out
of the different choices. The fundamental idea for both the hierarchical and individual change is
same, with the distinction in center (Palmer 2012). As the individual advancement centers

ORGANIZATIONAL CHANGE AND DEVELOPMENT 3
around the adequacy of an individual, the authoritative advancement centers around the general
change of the profitability ecological responsiveness and human satisfaction.
Farm Bank Problem
Farm Bank interior tasks on data framework were very largish and influenced the administrations
offered to clients. An excess of time and a great deal of printed material were too expensive,
lessening the gainfulness of the bank. In this way, the CEO, Mr. Swain outlined a far reaching
administration data framework to after the endorsement of the Board of Directors to control the
issues and influence the Bank to work productively. The test emerges on how the program was
actualized as a large portion of the workers and supervisors to the extent they utilized the new
mediation felt that more must be done to accommodate with the everyday tasks of the Bank.
Changes influence both the individual and associations and both react diversely relying upon the
nature and the desire of results. Authoritative improvement fluctuates relying upon the means
embraced by every association to actualize change, and viable hierarchical advancement is fit for
helping both the association and the person in enduring the progressions. The change received by
the Different techniques and hypotheses have been created for such viable usage of progress and
advancement in both association and the person. Most cases the progressions are either arranged
or impromptu and have shifting reaction running from the inside to outside components. For
instance, in the Farm Bank overview report, somewhere in the range of 87% of supervisors did
even now keep the manual report since they didn't put stock in the MIS, while others felt that a
greater number of information were gotten than required and others expressed mistakes of the
reports from the MIS. In totality, the MIS was not completely grasped inside the organization. A
few hypotheses have been utilized to clarify the change and improvement in associations that

ORGANIZATIONAL CHANGE AND DEVELOPMENT 4
state appropriate ideas for the executions to guarantee the achievement of the outlined change.
Among the speculations are the Lewin's Forces-Field Theory, Evolutionary and Revolutionary
Change.
Change Management Strategy
Management change hypothesis does not require intense or sudden change rather a steady
continuous change for instance in the quality administration that is constantly worked upon for a
significant expanded period. The hypothesis applies four general procedures, for example,
varieties choice, maintenance, and rivalry (Valentin 2012,p.123). Varieties happen when people
express their emotions and demonstrate their one of a kind aptitude and care advancement
through different strategic activities that draw on the current and the new abilities and directions
that shape the procedure of the association. Choice applies to the administration and the social
instrument that deal with the conveyance of advantages and the regard for the diverse vital
initiative (Mitchell 2013,p.34). Maintenance centers around the capacity of the push to stand the
trial of time in the outer and interior environed to end up vital in the association Internal rivalry
come when the vital activity battle to get assets important to develop and enhance the
significance of the organization (Hubbel 2013, p.76). The progressive change hypothesis clarifies
the change that happens in an uncommon and out of the blue in an association. The circumstance
now and again dependably leaves the association with no other decision however just to execute
the ideas of the progressive change to staying pertinent in the market space.
Lewin’s Theory of Change
Lewin's Forces-Field Theory of Change created by Kurt Lewin in 1940 express that powers of
progress emerge from the way authoritative works from the way of life, structure and the control

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frameworks to influence the association to withstand the approaching change. Thus, a wide
assortment of powers originate from the changing errand and the general conditions that power
the association to move towards the heading of progress, consequently to deal with the change,
the supervisors should dependably discover techniques for diminishing the protection of progress
and expanding the powers of progress(Wojciechowski et al 2016). About the Farm Bank, the
impacts for change incorporated the need to modernize the bank's tasks that would in the end
serve clients all the more effectively, while the protection powers were the judgmental
sentiments of the best supervisors about the framework (Billing 2015, p.440). A portion of the
best supervisors felt that the framework was not by any stretch of the imagination in the shape,
some did not believe the framework while others despised the framework since it gave more
unrequired information and that had blunders. These protection powers constituted to the poor
embracement of the MIS by the old best administrators, the reason being that the CEO did not
have the idea of the MIS acknowledged by the senior supervisors: that is poor execution design.
Execution Plan
Usage design alludes to an all-around definite posting of activities, cost, challenges,
arrangements of a normal venture through after the execution design, the composed goals are
constantly accomplished with no trouble and dependably help the killers to have the blue print of
arrangements in the event of something happens. The Lewin's Theory of progress has three
phases that are: Unfreeze – Change-Refreeze. The idea of the hypothesis depends on the
changing idea of an ice 3D square: whereby the expansive form of frosted water can be molded
into any figure wanted through various phases of liquefying, forming and the setting into the
required shape(Croitoru et al 2018,p.140).

ORGANIZATIONAL CHANGE AND DEVELOPMENT 6
The Unfreezing Stage
The unfreezing stage is the way toward expanding the dissolving purpose of the water so as the
vast form of ice solid shape softens into a fluid state for simple reshaping. In an association, it is
a phase for the mental arrangement of the looming change (Zimbardo 2016, p.828). Numerous a
period workers are constantly impervious to change due to the casual current condition of getting
things done, much the same as in the Farm Bank, the best representatives are especially utilized
with the traditional strategy for benefit that involves excessively printed material and tedious,
upsetting dynamic client serves in this day and age. It is constantly basic to have an inspiration
converse with the staffs to roll out them acknowledge the proposed improvement expressing
every one of the focal points that will be gotten from the full execution of the procedure. Amid
the procedure, the CEO should disclose to the best supervisors every one of the reasons why the
present business activities can't proceed by giving dependable reasons, for example, the declining
money related outcomes, clients report and numerous different pointers for change. All these will
help in changing the disposition, convictions, practices, qualities, and trust of every
representative and the whole gathering, to dodge preventable difficulties that may prompt the
crumple of the thought.
Change stage
Change is the second phase of making the vulnerability (Marsella 2012, p.454). The stage
requires the workers to determine and decide the better approaches for doing things that will be
more viable than the present models. With effective unfreezing, individuals begin to
acknowledge the approaching change leaving the old model and reshape themselves with the
new model. Amid the stage, the CEO ought to have the capacity to distinguish that person that is

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specifically and adversely affected by the selection of the MIS and offer the right helps to grasp
the adjustment in a more constructive manner (Pucher et al, p.2015). Different chiefs worries
about the change ought to be considered and considered with quick impact, for instance, the call
for development ought to be all around tended to. The CEO can draw in the directors and know
the regions that are not all around modernized and take their thoughts, for contemplations: these
in numerous events demonstrate the benefit of the change to both the association and the
workers. The CEO together with different implementers should work as an inseparable unit in
scattering gossipy tidbits that make a portion of the chiefs not to put stock in the framework.
Refreezing Stage
Refreezing stage occurs after the presentation of the coveted change into the association
framework, and the workers have grasped the better approach for getting things done. The stage
is constantly basic as alternate stages since without it most representatives become involved with
the blend of applying both the new and the old work framework that is the reason the Farms
Bank received the MIS but then the administrative framework was still convectional while others
apply the new techniques prompting all out perplexity. Amid the refreezing stage, it is basic to
the CEO to commend the success.
Process Consultation and Team Building Strategy
Process consultation and team building strategy is a mediation used to provide solutions to
organizations during the change and development periods. The aim of the program is always to
improve the effectiveness of an individual that will eventually impact the whole organization.
The process consultation enlists various aspects such as self-improvement, team building,
introspection, and the role of negotiation. The process consultation can be effectively applied in

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the Farmer Bank by the management to address the issue of the Management Information
System, to be fully embraced by all employees in the bank (Sulich 2015, p.74). The bank
chairman would have adopted the technique before launching the new change in the bank to
ensure effectiveness. The success of the techniques is achieved through different kinds of inquiry
methods, which are: diagnostic, pure and cognitive
The dialogue inquiry involves the process of association through listening and understanding
oneself before listening to and understanding what messed up. The pure dialogue happens when
the client is allowed to do the talking since the business operator is capable of receiving the real
customer experience. For example, the Farm bank was usable to from adequate communication
with the sub-juniors and the old managers. The little information among them led to poor
reception of the new strategy, hence poor management style even in the presence of the new
technology. On the other hand the confrontive consultation, the manager is required to pose
questions to the employees to be able to determine the level of acceptance of the new system.
Conclusion
Change is an event that cannot be avoided whichever the level of the organization or the type of
an individual. A positive change leads to organizational development. Individuals within an
organization act differently the changes experiences, thus without proper management, the
changes cannot results into effective development. Several theories have been developed such as
the Lewin’s Theory to assist managers in implementing changes in the organizations to result
into a better outcome that is embraced by all member of the organization.

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The management should formal consultation process with the employees to discover the weak
points that lead to the poor implementation of the new technology of management information
system. This can be effectively achieved by hiring change and development consultant that is
capable of identifying the weak points of the implementation plan.

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