ORGANISATIONAL DEVELOPMENT

Organisational Development at JPMorgan UK

[Name of the student]

[Name of the institute]

Table Of Contents

Introduction3

Background4

Statement of Purpose4

Company overview4

The Concept of Organisational Development at JPMorgan UK5

Organisational Development Goals at JPMorgan UK5

Planned Change at JPMorgan UK7

Discussion8

Analysis11

Investment banking and corporate lending activities11

Sales and trading activities12

Key Success Factors13

Market research and understanding13

Access to highly skilled workforce14

Having a high profile in the market14

Production of premium goods/services14

Provision of a related range of goods/services (“one stop shop”)14

Having a good reputation14

Conclusion14

Organisational Development at JPMorgan UK

Introduction

The Organizational Development has become the instrument par excellence for change in pursuit of achieving greater efficiency organization, which is essential in today's world, characterized by intense competition nationally and internationally (Gersick, 1991, 10-36). In these changing times in which the values ??are evolving rapidly and resources are becoming scarce, it is increasingly necessary to understand what influences the performance of individuals in the work. Several researchers, from the early nineteenth century, have highlighted the role of physical and social components of the behaviour human (Wood, 2007, 21-29). This is how the organizational climate determines how an individual perceives their work, their performance, productivity, satisfaction, etc. In other words, the perception of the climate of work by an employee is in response to a key question: do you like working here in this organization? Of course, there are several answers to this question. One likes to work but the climate of the institution is important even without being always aware of what actually works with this perception (Stacey, Griffin & Shaw, 2000).

Episodic organizational change is rooted in the rich history of the discipline of organizational development and has figured prominently in the literature of sociology (Scott, 2004), organizational behaviour, and organizational theory (Hatch, 1997). Early theorists focused on establishing structure, routine, and effective rational performance to assure organizational stability.

Background

With the realization that organizational change was needed to reflect “recent economic, technical, social and cultural changes” (Hatch, p. 351), more dynamic ideas were incorporated that included organizational processes still within the systems framework (Stacey, 2007). Organizational development is defined as “a process of planned change that attempts to make organizations (viewed as social- technical systems) better able to attain their short-and long-term objectives” (French, Bell, & Zawacki, 1994, p. 7). Episodic organizational change has been identified as one of the two major frameworks in the organizational change literature defined as tending to be “infrequent, discontinuous, and intentional” (Wood, 2007, 21-29).

Statement of Purpose

This paper seeks to expose the reader the importance of Organizational Development as a success factor in JP Morgan, through an understanding of its design, features and methods, which should suit the type, objectives and needs of each particular organization.

Company overview

JPMorgan Chase operates globally as a top tier financial services organisation offering investment banking, asset management, wealth management, mortgage loans and corporate banking amongst other facilities. Globally JPMC (JPMorgan Chase) employ around 260,000 people of which 18,000 work in the UK. The bank has just over $2 trillion in assets globally and are considered the 2nd largest such organisation in the ...