Introduction

Change theory concentrates on the developmental program and social program practices, which is a part of the social practices. Change theory leads to logical planning method, for adopting the logical framework techniques. Community development requires change theories, which strengthens the action plan prepared by the individuals. The long-term goals are connected with different activities and results that are expected from the intervention program. The change theory helps in building the roadmap, which is also known as the theory of action. An effective programme pathway is developed to analyse the assumptions and evaluate the issues that can impact the performances of the individuals.

This report evaluates the challenges faced by ‘Ecology matters,’ started by John Kahui. The purpose to start the organisation was to enhance the natural environment in New Zealand. This organisation undertakes the task of cleanliness of beaches, forests, lakes and rivers. The organisation also performs environmental audit for the organisations. This requires the members to follow the ISO 1400 certification, which is designed as per the international environmental rules.

1. Relevant Change Theory

The organisation receives little funds to conduct various environmental protection tasks. Availability of volunteers for the conduct of the task was quite limited and this affected the quality work intended by the organisation. Many organisations complained about the task performed by ‘Ecology matters.’ It was stated that the organisation performed similar kind of works, as the members were trained to do.

The change theory is used for practically changing the overall process followed for implementation of the projects.  In the strategic change, the theory concentrates on adopting the log-frame of approach. This is required for monitoring the tasks and other performances assigned to the members. The change theory emphasise on the style or pattern that can be followed for the task performances (Irvine et al., 2009 pp. 344-352).

The change process needs to be communicated with the members, and the volunteers. This includes discussing the task with the external partners. Communications process enables the management to understand the behaviour of the volunteers, and enables the managers to implement the expected change.

Through the description process, the best methods for engaging into the change behaviour is designed and introduced for handling different tasks. This is considered to be an effective tool that would help in developing and maintaining the strategies that are designed for motivating the staffs working for the organisation.

Driving forces to Restrain Current and Potential Changes

Volunteers joined the organisation to positively contribute to the environment. The resources available for the members were quite limited, and the task performances were informed to carry out the work. Motivation was the major driving force that motivated the volunteers to join the organisation (Rametsteiner, E. & Weiss, 2006 pp. 691- 703).

To keep the volunteers motivated the management of the ‘Ecology matters’ have to provide essential information about the task. Through positive communication process, the management share the information about the task performances and other challenges that were important for conducting the work. This process keeps the members motivated, and reduces the poor work or other type of challenges that impacts the task performances.

Volunteers are required as John has been thinking of expanding the operations and increase the fund collection amount. For motivating the volunteers, the management can assign the staffs with different tasks. This would help in improving the performances, and acquiring the better quality (Kubeczko & Rametsteiner, 2002).

Motivated employees are encouraged to undertake different types of tasks, and willingly adopt changes that would be helpful in coping with the challenges. Through the motivational factors the behavioural challenges of the members can be identified and corrective steps and measures can be adopted by the organisation. This would improve the co-ordination of the tasks, proposed to be performed by the members.

2. Lewin’s Change Model

Lewin’s model emphasise on the change management model, which is required for the conduct of the business activities. Changes are introduced after analysing the nature of the business activities, and after planning for the type of change that can be introduced for improving the performances. John had limited number of volunteers who worked for the organisation.

There were different types of tasks that were undertaken by the organisation, and it required proper co-ordination of the works. The type of changes that can be adopted and introduced by the management are analysed through the below mentioned points –

  • Unfreeze – The organisation had to introduce change in the work culture and the volunteer’s attitude for the performances. This required proper co-ordination of the works and positive communication process. The values of the ‘Ecology matter’ were to indulge into different types of environmental protection activities. Changes had to be implemented in the standard of working process, the type of tasks undertaken by the management, training the staffs to conduct the work, and getting additional funds to perform the works. For implementing this change, the authorities had to plan the process that would be followed for the work conduct, which includes evaluating the challenges that would impact the business strategies (Michie et al., 2011).
  • Change – In this model, the actual changes are implemented by the management. The changes are implemented in the work pattern, communication process, and task performance process followed by the volunteers. For improving the communication process, the issues related to the task performances are analysed and corrective steps and measures are communicated with the members. New ways to conduct the business activities are included in the process. This will increase the business conduct process and enable the authorities to identify the challenging task that could affect the business activities.
  • Refreeze – New methods are included for the conduct of the work, and this includes encouraging people to embrace new strategies to work on a specific task. The changes will be introduced in the form of standardized rules that would mention the process followed for performing the tasks, and implementing changes essential for the work performances. Policy changes for using the resources in the defined manner and introducing new changes are implemented as a part of the integral policy changes.

John can introduce certain change agents such as the process followed for communication about the tasks, management of the works, and motivating the members. These are quite essential for the business development and it helps in the project development. The core value of the projects is discussed with the members, as it helps in developing new methods that are required for the conduct of the activities (Geels, 2004).

Advantages

  1. It becomes easy to identify the challenges involved with the project execution.
  2. Analyse the reason for implementing changes and communicate the same with the members
  3. Introduce new changes that would help in implementing changes that would be required for the conduct of the business or project task
  4. Develop new methods that would be used for implementing changes that is required for smoothly executing the works.

Disadvantages

  1. The process is challenging, when the management undertake different types of project work
  2. Execution of the works becomes complex, when the size of the project is big.
  3. Implementing changes might take more time, than expected as various tasks needs to be co-ordinated positively (Hardeman et al., 2002 pp. 123-158).

3. Who Might Oppose or Support the Changes

The changes implemented by John highlights the relevance of the time, task completion, and reporting of the process. This process can be complicated to understand for the volunteers who work for the organisation for no fees. Changes introduced within the work culture would be positively followed by the paid staffs of the organisation. It is because such members are the staffs of the organisation.

Volunteers prefer to be recognised and might prefer to work as per individual terms and conditions. Change in the policies and rules impacts the work ability and intention of the members. This is one of the biggest complex challenges that can affect the ability of the members associated with the organisation.

The internal members of the organisation voluntarily accept the changes and won’t hesitate to follow the rules and regulations drafted by the management. This is an essential factor, which requires be implementing and following by the members (Chatterton, 2011).

Volunteers don’t choose to adjust with the terms and conditions mentioned by the organisation as it is not feasible to follow the stated rules. This becomes a challenging factor for the organisation and the members to encourage the staffs to work for the decided goals.

In order to encourage both the parties to work for the decided goal, John would have to take care of below mentioned points –

  1. create a platform for group discussion, which would help in diagnosing the problem faced by the members
  2. Implement essential changes that will encourage the staffs and the volunteers to work on different programmes
  3. Provide certain benefits to the members involved with the task performances, as it would motivate the volunteers to improve the performances
  4. Implement an immediate problem solving method that would be useful in handling the issues faced by the staffs and the volunteers in executing the works.
  5. Define the standards and the values of the tasks that are intended to be performed by the members, as this would help in minimising the challenges involved with the process.

4. Action Research Approach

Action research approach

The action research approach includes the below mentioned points –

  1. Diagnosing the problem – The problem faced by ‘Ecology matters’ is with volunteer management and executing the works on time. The management faces challenge in executing the works, and communicating the changes that are essential for executing different works (Hardeman et al., 2002).
  2. Action plan – For increasing the work and task performances, the action plan is designed and introduced. The action plan includes developing an effective communication process, which will help in increasing the quality of services proposed to be offered by the organisation. Action plan also includes evaluating the challenges in allocating the works and getting the tasks done from the members. This process requires effective planning and implementation process. The alternative plan for handling such a problem is done by creating a back-up team that would analyse the situation faced by the members, and introduce the required changes within the system. This would increase the quality of the works, expected to be offered to the clients or to the environment.
  3. Taking actions – For implementing the action plan, the willingness of the team members have to collected and recorded. The best action plan selected by the management is improving the work and task performances by improving the communication process. This would help in analysing the underlying challenges, and enable the members to solve the problem without losing much time or efforts on the whole process. The purpose to implement effective changes is to stabilise the organisational performances, which is required for an effective conduct of the business activities.
  4. Evaluating – The selected plan is evaluated for the challenges or limitations. By analysing the limitations, the management can choose the better methods that would help in coping with various challenges that impact the business activities. Through strategic plan for evaluation, the complex situations and other challenges can be analysed by the management. This would help in accomplishing the goals in the decided manner. The communication process, both formal and informal can be analysed to understand the issues that can impact the performances of the staffs.
  5. Specifying the learning – The impact of the action course implemented by the management is evaluated. This would be useful in identifying the challenges and implementing the changes that is required for an effective conduct of the task.

Conclusion

Implementing changes within the organisation needs proper planning system. Through the planned process, the management can analyse the factors impacting the performances for the organisation. The effective methods are adopted to analyse the complexity related to the issues and the process that can be followed for the smooth execution of the works. While implementing the changes, the management evaluate the issues and introduce new methods that would be used for increasing the performances of the project. Through a planned process, the effectiveness of the system can be evaluated and corrective measures can be introduced for improving the performances.

References

Chatterton, T. (2011). An introduction to Thinking about ‘Energy Behaviour’: a Multi Model Approach. London, Department for Energy and Climate Change.

Geels, F.W. (2004). From sectoral systems of innovation to socio-technical systems: insights about dynamics and change from sociology and institutional theory. Research Policy, 33, 897-920.

Hardeman, W., Johnston, M., Johnston, D., Bonetti, D., Wareham, N. & Kinmonth, A.L. (2002). Application of the Theory of Planned Behaviour in Behaviour Change Interventions: A Systematic Review. Psychology & Health, 17, 123-158.

Irvine, R. J., Fiorini, S., Yearley, S., Mcleod, J. E., Turner, A., Armstrong, H., White, P. C. L. & Wal, R. V. D. (2009) Can managers inform models? Integrating local knowledge into models of red deer habitat use. Journal of Applied Ecology, 46, 344–352.

Kubeczko, K. & Rametsteiner, E. (2002). Innovation and Entrepreneurship: A New Topic for Forest-related Research. ISFPE Discussion Paper. Vienna, University of Agricultural Sciences.

Michie, S., Van Stralen, M.M. & West, R. (2011). The behaviour change wheel: A new method for characterising and designing behaviour change interventions. Implementation Science, 6.

Rametsteiner, E. & Weiss, G. (2006). Innovation and innovation policy in forestry: Linking innovation process with systems models. Forest Policy and Economics 8, 691- 703</p;”>

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