Impact of Organizational Change Leadership and Organization Developmen

Question: Discuss about the Impact of Organizational Change Leadership and Organization Development. Answer: Introduction The report illustrates a successful organizational change of an enterprise based in Australia. It is seen that the organization has witnessed a drastic organizational change that results into a massive change in the production of the company. In the modern business world, it is said that the change is constant. Without adopting any change, an organization cannot sustain in the competitive business world. Competition is not only in terms of the productivity but also in terms of employee relations as well as other human resource attributes. The case study of Holden company is described here in terms of improvement in the business performance. It can be said that the report will portray the usage of the theoretical frameworks in order to make the organizational change constant within the organizational perspective. The next section will describe about the case study in details. It also discusses the improvement in performance of the company, while matching the competitiveness in the mar ket. Case study report The case study is about the General Motors Holden is an important case in terms of organizational change. Organizational change is a vital factor that involves both the processes of managing the change and handling of the human issues of the company at local level. However, it can be seen that Australian market for automobiles is competitive in nature (Anderson 2013). The company has witnessed a substantial loss in the sales of their cars when compared to the sales of other automobile companies in the market. Apart from that, it can be said that company is mainly focused into Australian market in order to cater the needs of the Australian customers (van den Heuvel et al. 2014). Holden is considered as the global distributor and manufacturer of engines, motor vehicles, components of the cars and its different parts. General Motors and Holden globally views Australian market as a proper design centre of springboard and excellence that helps them expanding them into Asian markets (Benn et al. 2014). However, it can be said, the company is facing issues in expanding their market in Asian countries as the company lacks in the field of leadership. It results in many human resources related issues such as weak employee relations, lack of communication problem, weaker research and development department. It is seen that these problems has arise due to rigid organizational culture (Volkoff and Strong 2013). Apart from that, it can be seen that cross cultural practices of the company is not so strong enough so that they can mitigate the cross cultural issues of the company. These are the problems and issues that are faced by Holden during the time of competitiveness in the market. It is pointed out that there is a need of organizational change in the company for the improvement of the productivity of the company (Cameron and Green 2015). The theoretical framework of Lewins change management model is the appropriate model in this context to remove the barriers from the minds of the employees working in the company. The model consisted of three steps such as unfreeze, change and refreeze. Unfreeze is the stage that involves breaking down the existing status quo of the process of operations. In this situation, it can be said that the different employees of the organizations are not ready to accept the change that is proposed by the leadership team of Holden (Robey et al. 2013). In terms of implementation of leadership strategies, the company has recruited a leadership team that constitutes people with highly expertise in leadership. However, it can be said that the leaders are facing many issues in communicating with the employees while achieving the results of the new strategy. In this context, the change management model of Lewin is implemented in order to implement the strategies in the various operational departments of the company (Coghlan et al. 2015). The change is the second element of the model that is different for the different elements. The stage involves transition of the minds of the employees who are initially does not support the impact of new culture in the organization and the different styles of leadership of participative leadership and situational leadership (Vakola 2014). The third stage of the model is the refreeze. This stage involves the changed organizational culture in Holden. The stage interlocks all the aspects of the required organizational change in the perspective of the employees. The senior management of the company accepts the proposed leadership strategy of Holden in the perspective of the leadership and communication skills (Cameron and McNaughtan 2014). However, it can be said that the new leadership team will enhance the business growth along with recognition, achievement of results, and development of leadership. Apart from that, another team of action planning workshop is also recruited in order to develop an plan that would focus the development of a common picture in building an effective team functioning of the organization along with the identification of the areas of vulnerability and strengths within the team (Carter et al. 2013). Conclusion The study illustrates about the development of the employees and the performance of the company in the Australian automobile market. A detailed analysis of the case study had been conducted. The executive team of Holden or General Motors Holden are growing at a fast pace while implementing the modern technologies along with their capability in the company. Apart from that, it is seen that, Lewins change management model is applied in order to diminish the effect of the hindrances while implementing the organizational change strategies within the various departments of the company. The implications of the theoretical framework help in maintaining the change in the organization. It is seen that the company has taken a right decision in recruiting a team that will help in driving leadership to the company. The individual skills of the people recruited by the company are responsible for the development of the employee relations and productivity as a whole. The change is noticed by the ma rket that helps in accomplishing their business goals. References Anderson, D.L., 2013.Organization development: The process of leading organizational change. Sage Publications. 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