Leading and Managing Change :: Organizational Development, Planned Change

Organisational culture is both a professed(prenominal) field of social execution and an area of scientific inquiry. (cummings and Worley, 2009, p.1). Organisational development does not have common translation however, it has more than one definition that expresses the meaning of organisational development and diverseness. Organisational development can be best set forth as a system wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at enhancing congruence among organisational structure, process, strategy, people, and culture developing new and creative organisational solution and developing the organisations self-renewing capacity. (Beer as cited in Cummings and Worley, 2009, p.2). It occurs through the cooperation of organisational members working with a change agent using behavioural science theory, research, and technology (Beer as cited in Cummings and Worley, 2009, p.2). Organisational development and change focusing deal wit h the effective implementation of planned change (Cummings and Worley, 2009, p.3). The devil terms deal with the leadership issues and the change process (Cummings and Worley, 2009, p.3). depart is really critical process for every organisation and it is a characteristic of organisational development. tilt is moving from one arouse to another it is the inevitable aspect of manners and the essence of any organisation (sharma,2007,p.1)it is the only constant and is moving marking as change pace became so rapid so it necessitate effective management and leadership to be successfully implemented (Cummings and Worley, 2009, p.27). Change ManagementManagement and change are interrelated. It is impossible to undertake a travel without addressing its purpose (Paton and Mccalman, 2008, p.3). Managing change is close to handling the complexities of change it is about evaluating, planning, and implementing operational tactics and strategies (Paton and Mccalman, 2008, p.3). According to Armenikas and Bedeian organisational change is greatly responsive to management its possibility remains high as managers strive for successful and accurate change in the organisation (Paton and Mccalman, 2008, p.3). Change management is a complex, and self-propelling process it is about finding best fit for the organisation to take away best results (Paton and Mccalman, 2008, p.4). The environment is rapidly changing resulting from changes in technologies, customers preferences, alteration in the economy and many other factors (Paton and Mccalman, 2008, p.10) so organisations have to take the journey of change to cope with the external forces facing them and that is done through management. In order to be able to manage change effectively, managers have to face up to the faults and problems found in the organisation, putting alternatives and stating its pros and cons, decide on the future state of the organisation and then implement the change process (Paton and Mccalman,200 8,p.