Organization development has been defined as the process of execution of various systematic changes in an effort to improve performance in an organization (Asumeng and Osae-Larbi , 2015). The systematic changes may involve a change of leadership as it happened in the Quantum Leap Marketing Partners case study. Although systematic changes may be well-intentioned, the changes may, at times, be perceived poorly by the employees and/or the clients of an organization. Consequently, the changes may lead to negative outcomes, such as decreased performance. Different organization theories have been developed to explain the issues that result from effecting changes and the measures that can be taken to mitigate any negative changes. This paper delves into some of the organization development theories that explain the issues at Quantum Leap Marketing Partners and the theories that can be applied to mitigate these issues.
Quantum Leap Marketing Partners experienced a leadership crisis due to the ouster of one of the founding partners. The effects of leadership change affected the employees and led to the loss of some of the clients. The employees are experienced low morale and are demotivated. The three-step model of change is one of the organizational theories that explain the issues being experienced at the organization. The three-approach theory of change by Lewin comprises three steps viz unfreezing, moving, and refreezing (Asumeng and Osae-Larbi , 2015). It is the first and the second stages of this theory that explain the issue at Quantum. The first stage involves the input of efforts to change the status quo, while the second stage involves a transition to a new level. During these stages, the employees experience psychological fear, such as the loss of their jobs or humiliation (Asumeng and Osae-Larbi , 2015). This is the situation that has engulfed Quantum hence the anxiety and the poor attitude amongst the employees.
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The second organization development theory that explains the issues at Quantum is Theory X by McGregor. The theory assumes that employees are only motivated at physiological and security levels, depending on their needs (Lumen Learning, n.d.). Besides, the theory assumes that the majority of people are resistant to change (Osabiya, 2015). According to this theory, the primary motivations for employees are money and security in that order (Lumen Learning, n.d.). The employees at Quantum might not have an issue with monetary compensation. However, they have fears concerning their job security. They fear that they might lose their jobs just as it happened in the ouster of one of the partners. Consequently, the employees are demotivated. The resistance to change aspect of this theory is exemplified by the clients who were loyal to the ousted partner dissociating themselves with the firm.
Various organization development theories can be applied to mitigate the issues at Quantum. One of these theories is Lewin’s three-step model of change. Lewin’s theory recommends that employees and other partners should be involved in the unfreezing and moving stages (Asumeng and Osae-Larbi , 2015). The employees’ involvement includes the including of their views regarding the change process. More importantly, the employees need to be assured that the change will not be detrimental to them (Asumeng and Osae-Larbi , 2015). The employees at Quantum need to be reassured of their job security. Such an initiative would improve not only their morale and motivation but also end the infighting amongst the employees.
The second theory which could be used to mitigate the issues at Quantum is theory Z by Ouchi. The theory calls for the inclusion of employees in decision-making processes and the cultivation of caring organization culture ( Van Kemenade, 2015) . Besides, the theory advocates for long term staff employment and the comprehension of the organization culture and philosophy by the employees. The comprehension of the company’s culture and philosophy makes employees work towards the company’s goals while the long-term employment makes the employees loyal to the organization ( Van Kemenade, 2015) . the adoption of theory Z at Quantum would make the employees motivated and work towards the realization of the company’s goals.
Conclusively, organization development theories are essential in organizations. The three-step model theory by Lewin and theory X by McGregor explain the resistance to change and the demotivation issues at Quantum. The Lewin theory and theory X can be used to mitigate the issues facing the firm.
References
Asumeng, M. A., & Osae-Larbi, J. A. (2015). Organization development models: a critical review and implications for creating learning organizations. Eur J Train Dev Stud , 2 , 29-43.
Lumen Learning. Theory X, Theory Y, and Theory Z | Introduction to Business [Deprecated] . Courses.lumenlearning.com. Retrieved 8 June 2020, from https://courses.lumenlearning.com/wmopen-introbusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/ .
Osabiya, B. (2015). The effect of employees motivation on organizational performance. Journal Of Public Administration And Policy Research , 7 (4), 62-75. https://doi.org/10.5897/jpapr2014.0300
Van Kemenade, E. (2015). A BRIEF HISTORY OF MOTIVATION. Quality Progress , 48 (11), 51.
