Assignment Task: Using the concepts of organisational development and by carrying out further research of organisational learning and development, examine and use the case study to produce an essay that examines the following questions:
PART 2: 80%, 2,500 words.
The case study states: ‘It’s [...
I Managing Change Through Training and Development in Network Rail (Part 2)
, 1.0 INTRODUCTION1
As Arthur Schopenhauer says, "Change is the only thing that does not change." and
intentionally or unintentionally that we can see in every area of life. The largest structures in
society, from governments to corporations and including smallest structures individuals, change is
an indispensable part of life. The management and change for the companies can be considered as
synonyms. If these concepts will be explained with the example of the journey, aim of the trip,
where and with whom and also the route are the main details of this travel. Managing change is to
cope with the complexity of this travel. It is completely about assessment, planning and making an
application which is compliance with the requirements and cautious 'journey'. To arrive at the
desired destination to manage change and higher performance is required. (Paton & McCalman,
2008).
Figure 1: The result of managed versus unmanaged change (Stewart, 1991).
Before going into the nitty-gritty, there are four different types of changes for the companies.
These are structural change, cost cutting, process change and cultural change. By contrast, the first
three changes can give results in the short term, while cultural change resulting in long-term and is
the most important (Harvard Business School, 2003). Also, there are two different approaches to
change; an economic approach and an organizational capabilities approach. Theory E, although can
help for sudden development and profitability, it is not long-winded. Theory O can support to
investments of companies to be long-wided through individual and organizational learning (Beer &
Nohria, 2000).
1 Managing Change Through Training and Development in Network Rail (Part 2)
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