All submissions should be in the region of 1,500 - 2,000 words and references should be added in the Harvard Referencing Format. There is a Harvard Referencing tutorial in the Resources Area which outlines the formatting required.
Sample Answer
Organisational Development (OD) and Change at Sprockets Cycles
Introduction
Sprockets Cycles, a family-run bicycle repair shop in Dalkeith, Scotland, has served the local community for over fifty years. Despite its longstanding reputation, the business has recently encountered financial challenges, prompting acquisition by a local business group. The new ownership aims to restructure the organisation to meet contemporary customer demands while maintaining the brand’s identity. This report examines the role of organisational development (OD) in facilitating this transformation, proposes a revised organisational structure suited to the business, evaluates OD methods applicable to the change process, and highlights the strategic role of human resources (HR) in managing and sustaining organisational change.
Organisational Development: Overview and Value
Organisational Development is a systematic, planned approach to improving an organisation’s effectiveness and overall health through interventions targeting its processes, culture, and structure. It seeks to enhance performance, develop employee capabilities, and foster adaptability to internal and external changes (Cummings & Worley, 2014).
For Sprockets Cycles, OD presents a pathway to address several critical issues. The existing hierarchical and bureaucratic culture limits communication, employee engagement, and operational flexibility. Through OD interventions, the organisation can cultivate a collaborative and participatory culture, motivating staff and fostering a shared sense of ownership. By aligning business strategy with operational processes, OD can improve workflow efficiency, enhance customer satisfaction, and ensure that the organisation adapts effectively to market fluctuations. Furthermore, OD emphasises sustainable, long-term improvements rather than short-term fixes, ensuring that Sprockets Cycles develops resilience against future challenges.
Proposed Organisational Structure
The current structure at Sprockets Cycles is tall and centralised, with decision-making concentrated in the hands of the founding family. Communication is primarily top-down, and HR involvement in strategic initiatives is minimal. This rigid framework has contributed to low employee morale and a lack of operational agility.
To address these issues, a flatter, team-based structure is recommended. In this configuration, mechanics, front-line staff, and administrative personnel are organised into cross-functional teams led by experienced supervisors. Decision-making authority is decentralised, allowing teams to respond rapidly to operational demands and customer needs. HR assumes an integrated role, facilitating communication, staff development, and conflict resolution. This structure fosters accountability, collaboration, and knowledge sharing, while preserving the core brand identity that defines Sprockets Cycles.
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