Organisational Change: Development and Transformation

Introduction

The book “Organisational Change: Development and Transformation” is written by four authors i.e. Dianne M. Waddell, Andrew Creed, Thomas G. Cummings and Christopher G.Worley. This is the 6th edition published by Cengage Learning Australia in 2017 and the publishing manager of this book is Dorothy Chiu. The subject of this book is organizational change and management and the ISBN of this book is 9780170366687. This book that describes change management as a challenge, especially because the world we exist in is in a very dynamic situation. The world of organizational development (OD) management, which is a structured transformation process, keeps evolving rapidly as terminology oscillates towards organizational transformation (OT), a more rapid and uncertain process. Leaders, and especially agents of change, experience divergent obstacles such as explanation and inspiring an extremely varied workforce, being available and answerable to a broad range of stakeholders, forecasting for the future in a rapidly chaotic circumstances, taking into account the ethical repercussions of decision-making and many more unpredicted problems (Warwick, 2016). The theme of this book is that organizational change has an impact on all dimensions of an organization. Advancement and transition cannot be a different event that takes place in one place without affecting the other components. Configuration and strategy are therefore fundamental to that. So change has a consequential trickle-down effect on organizations. There is interconnection between the processes of organization. Furthermore, this book's structure divides chapters into sections to better coordinate our thoughts about change management. Each part outlines a research sector and change experience that is differentiated yet interlinked with the other parts and sections. Each opening part of the page shows you a chart of how these parts connect with each chapter. I found this book very interesting and interactive for learning and understanding the concepts of change management. This book has many flowcharts, tables and diagrams to express information in pictorial form which is very useful for readers. One of the basic diagram of this book is of managing in a changing environment and this depicts the overall summary of this book is as follows:

This book provides a logical flow of the process and experience of organization development. This book starts with anecdotal view on change management and uses organization development (OD) as a mean to become acquainted with language. OD's significance in modern business setting is implemented in light of the concept's developmental character. The book gives a detailed illustration of organization development (OD) characterizing the planned change process, those doing the transformation, and the different kinds of interventions (Marshak & Bushe, 2018). It also presents the Organization Transformation (OT) notion. Furthermore this book includes a summary of functions and principles of change. Especially in the context of OD the term ' planned change' is used. All OD methods base upon some planned change theory. Planned change theories explain the actions needed to alter strategies, mechanisms, and procedures to increase the effectiveness of an organization. It discusses and relates three theories, and describes the particular model of planned change that incorporates current conceptual advancements in OD. These three distinct theories of change are Lewin's model of change, the model of action research and the positive model. All three models give different viewpoints of the stages in organizations by which planned change takes place. Moreover, opponents of OD critics have responded by pointing out so many issues with the conceptualization and practice of planned change. They talk about individual parts where planned change can be made better.