Change assigned three-day program. An OD practitioner


Change has become
so practical in today’s corporate realm. Every industry is not limited,
innovations are so affluent on a greater scale. Associations are waiting in
line for these transitions to occur. Within a disarrayed and professional
world, every association must be prepared for the ever-changing dynamics within
industry. If an association does not comply with the changes, they create a
stigma which in return stunts their growth while becoming less competitive.

The organization
can cross paths with values and goals producing conflict and that is an ethical
dilemma that must be dealt with. There comes a time when some values and goals turn
obsolete. As a training manager you should always make sure the President of
the organization is on board with the changes, therefore it is imperative that
your goals match how the President expects the results to be accomplished. If
there is no agreeance, conflict will remain. Corporate social responsibility recounts
to the ethical guidelines proposed in standpoint of the current ethical dilemma
of reducing the team size. It is the obligation of training manager to dilute
the image and idea that goals established by corporations are solely made with
unyielding power to get one over on society and its workforce, in this
situation being the mid-level managers.

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The necessary
retort to the President should address the conflicts by proliferated
communication and educational methods. Lewin supported his model through the
knowledge of behavioral science, it is necessary to maintain your emotional
intelligence by handling all situations no matter the pressures or demands in
an ethically and socially responsible manner. According to the three stages of
Lewin’s model, the training manager should advise the President to take the
group of mid-level managers from their current state and recreate a new
corporate socially responsible atmosphere within the establishment of the
assigned three-day program. An OD practitioner would let the three-day program
mirror a stage each day, the first day acknowledges the change that is made by
unfreezing and breaking down the current status in order to flow with the new
change. The second day should aim towards clarity of what is new and what
direction will be taken, and the third day will refreeze and co-opt the

Kurt Lewin’s vision
included less demanding change by his three-stage model for comprehending commanding
change and holding the operations steady. “Often there are conflicting goals in
the organization, to increase resources to accomplish the change yet
concurrently cut costs to remain viable, while organization-wide change often
goes against the very values held dear by members in the organization, that is,
the change may go against how members believe things should be done.”

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