๐๐ก๐ ๐๐ซ๐ข๐ฆ๐๐ซ
Change is a work in progress; it demands a broad-based canvas that accommodates competing voices and adjusts to the messy ambiguities, contradictions and tensions of real life continuity depends on change as much as change depends on continuity. Both must be present for organisational growth and survival. Continuity balances changes in the same way what that safety defines risk. Excessive control leads to stagnation and decline, while overzealous change causes disruption and crisis.
๐๐ก๐ ๐๐จ๐ง๐ฌ๐ญ๐๐ง๐ญ
When one considers the events unfolding with each day, change remains one of the few constants in an increasingly unpredictable and complex environment and one of the more significant and demanding issues facing managers today. As the environment changes, organisations must adapt if they are to be successful. Under these processes, companies are downsizing, re-engineering, flattering structures, going global and starting more sophisticated technologies.
๐๐๐๐-๐๐ง
Leadersโ approaches to the change are based on assumptions about how change works sometime, assumptions come from prominent management concepts and sometimes they are based on experience, or even just the way things have always been done in the past. Cling to a logical process, pivoting upon a leaderโs ability to conceive a new future and plan for it accordingly.
๐๐ก๐ ๐๐ก๐๐ฅ๐ฅ๐๐ง๐ ๐
A major challenging facing organisation today is to develop management style and culture that will enable them to cope with the challenges and opportunities they face. Irrespective of whether the change has to do with introducing new technology, a re-organisation or new product development, it is important for leaders to have a sound understanding of change issues and theories to help guide their actions.
๐๐ซ๐ ๐๐ง๐ข๐ฌ๐๐ญ๐ข๐จ๐ง ๐๐๐ฏ๐๐ฅ๐จ๐ฉ๐ฆ๐๐ง๐ญ
Incremental and planned change is organisation development, while dramatic and unplanned change is organisation transformation. Organisation development is desired state of organisation, where organisation transformation is a reactive, and sometimes dramatic, response to external pressure, organisation development is the preferred option for the organisations that are introspective and wish to continually improve their products and services in an incremental manner. Organisational development is oriented to improving the total systems- the organisation and its parts in the context of the larger environment that impacts on them.
๐๐ซ๐ ๐๐ง๐ข๐ฌ๐๐ญ๐ข๐จ๐ง ๐๐ซ๐๐ง๐ฌ๐๐จ๐ซ๐ฆ๐๐ญ๐ข๐จ๐ง
On the other hand, organisation Transformation may be perceived as volatile and reactive to environment forces. In most instances, organisations tend to favour Organisation Development, as it may be implemented proactively and therefore gradually minimize the disturbance within Organisation.
๐๐ณ๐จ๐ข๐ฏ๐ช๐ด๐ข๐ต๐ช๐ฐ๐ฏ ๐๐ฆ๐ท๐ฆ๐ญ๐ฐ๐ฑ๐ฎ๐ฆ๐ฏ๐ต ๐๐ณ๐จ๐ข๐ฏ๐ช๐ด๐ข๐ต๐ช๐ฐ๐ฏ ๐๐ณ๐ข๐ฏ๐ด๐ง๐ฐ๐ณ๐ฎ๐ข๐ต๐ช๐ฐ๐ฏ
Planned Unplanned
Incremental Dramatic
Proactive Reactive
Long-Term Short-Term
Normal Chaotic
Internal force External Forces
Stable Unstable
Process-Oriented Outcome Oriented
Total system Specific Focus
๐๐ฉ๐ฉ๐ซ๐จ๐๐๐ก ๐ญ๐จ ๐๐ก๐๐ง๐ ๐:: ๐๐๐๐ฅ๐ ๐จ๐ ๐๐ก๐๐ง๐ ๐
Fine-tuning: Organisational change that is an ongoing process characters used by fine tuning of the โfitโ or match between the organisationโs strategy, structure, people and process fine tuning is typically manifested at divisional levels
Incremental Adjustments: organisational change that is characterised by incremental adjustments to the changing environments. Such change involves distinct modification to corporate business strategies, structural and management process.
Modular Transformation: Organisational change that is characterised by a major realignment of one or more departments. The process of radical changes is focused on these sub parts rather than on the organization as a whole.
Corporate Transformation: Organisational change that is corporation-wide, characterised by radical shifts in business strategy and revolutionary changes throughout the whole organisations.
๐๐ญ๐ฒ๐ฅ๐ ๐จ๐ ๐๐๐ง๐๐ ๐๐ฆ๐๐ง๐ญ
Collaborative: wide spread participation by employees in important decisions about the organisationโs future and about organisational change.
Consultative: Consultations with employees, primarily about the means of bringing about organisational change, with their possible limited involvement in goals setting that applies to their area of expertise or responsibility
Directive: Use of managerial authority and direction as the dominant form of decision making about the organisationโs future, and about the means of future, about the bringing the organisational change.
Coercive: Managers/ Executive or outside parties forcing or imposing changes on a key groups in the organisation.
๐๐ฅ๐๐ง๐ง๐๐ ๐๐ก๐๐ง๐ ๐-๐๐ก๐๐จ๐ซ๐ฒ
Conceptions of planned change have tend to focus on how to implement change in organisations called โTheories of Changingโ. These frameworks describe the activities that must take place in order for people to start and carry out successful organisational change.
๐๐ก๐ ๐๐๐ฐ๐ข๐งโ๐ฌ ๐๐ก๐๐ง๐ ๐ ๐๐จ๐๐๐ฅ
Kurt Lewin provided one of the early fundamental models of the planned change. He conceived of change as a modification of those forces that keep a systemโs behaviours stable; specifically, the level of behaviour at any moment in time results from two sets of forces; those striving to maintain the status quo and those pushing for change. When both sets of forces are about equal, current levels of behaviour are to maintain the in what Lewin termed as state of โQuase Stationary Equilibriumโ. To change that state, one can increase those forces pushing for change, decrease those forces that maintain the current state or apply some combination of both.
Focused on planned change as a cyclical process in which initial research about the organisation provides information to guide subsequent action. Then the results of the action are assessed to provide further information that will guide further action, and so on. This iterative and organisation Development practisersโ it places heavy emphasis on data gathering and diagnosis prior to action planning and implementation, as well as careful evaluation of the result after action has been taken.
๐๐ก๐ ๐๐๐ญ๐ข๐จ๐ง ๐๐๐ฌ๐๐๐ซ๐๐ก ๐๐จ๐๐๐ฅ
Traditionally aimed at helping specific organisations to implement planned change and at developing more general knowledge that can be applied to other settings although action research was originally developed to have this dual focus o change and knowledge, it has been adopted to organisational development efforts in which the major emphasis is on planned change.
๐๐ก๐ ๐๐๐ญ๐ข๐จ๐ง ๐๐๐ฌ๐๐๐ซ๐๐ก ๐๐จ๐๐๐ฅ
The promotion of a positive approach to planned change. This model focuses on what the organisation is doing right. It represents an important departure from Lewinโs model and the action research process, which are primarily deficit based, focusing on the organisationโs problems and how they can be solved so it function better. The positive application of planned change helps members understand their organisation when it is working at best and builds off those capabilities to achieve even better results. This approach to change suggests that all organisations are, to some degree, effective and planned change should focus on the โbest of what isโ. It is consistent with a going movement in the social science called โpositive organisational scholarshipโ, which focuses on positive dynamics in organisations that give rise to extraordinary outcomes. It suggests that people tend to act in ways that make their expectations occur, a positive vision of what the organisation can become, can energise, and direct behaviour to make that expectations come about.
๐๐ข๐ณ๐ฆ๐ฏ๐ต๐ฉ๐ฆ๐ต๐ช๐ค๐ข๐ญ ๐๐ข๐ณ๐ฌ๐ด
Organisation change is not a straightforward, linear process, but involves considerable overlap and feedback among the activities.
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