TYPES OF PLANNED CHANGE
[Link] John, SJ
TYPES OF ORGANISATIONAL CHANGE…
• Happened Change • Strategic Change
• Reactive Change • Directional Change
• Anticipatory Change • Fundamental Change
• Incremental change • Total Change
• Operational Change • Transformational
Change
CHANGE
Definition: Changes that are in response to an event or a series of events are termed reactive.
This is change that is rather unpredictable.
Generally most f the companies are engaged in reactive often incremental change. These
It takes place naturally due to external factors. changes are attempted when the demand for a company’s product service registers an increase
or decrease, or a problem of crisis occurs.
It is out of direct control and produces a future state that is largely Eg: [Link] changes forces organisations to invest in modern technologies. The
unknown. Ex: Currency devaluation, over which it has no control incorporation of the latest technology may be due to the increased demand for the product.
adversely affects the business of a company that has to import its Recreation is also a reactive change ,but it involves the org in its entirety &occurs when the org
basic raw material under severe crisis
Change carried out in expectation of an event or series of events is called Definition:: Changes directed at the micro level & focused on
anticipatory change. units/subunits/components within an org are termed incremental
Reorienting themselves to future demand would involve making incremental changes.
changes Changes are brought in gradually & are adaptive in nature.
Re-orientation is moving from ‘here' to there in anticipation of a changing It also provides the organisation an opportunity to learn from its own
environment. experiences.
It involves changing the org fro the existing state towards a designed future
state & managing the transition process.
Intro...
To understand the differences
better, planned change can be
planned change contrasted across situations on
describes how three key dimensions:
Steps in planned change may be • the magnitude of organizational change,
the OD process implemented in a variety of ways, • the degree to which the client system is
typically unfolds depending on the client’s needs and goals, organized,
the change agent’s skills and values, and • whether the setting is domestic or
in organizations. the organization’s context. international.
OD practitioners tend to modify
or adjust the stages to fit the Thus, planned change can vary
needs of the situation. enormously from one situation to
another.
01. Magnitude of Change
Planned change efforts can be
characterized as falling along a continuum
ranging from incremental changes that
involve fine-tuning the organization to
fundamental changes that entail radically
altering how it operates.
Incremental changes tend to involve
limited dimensions and levels of the
organization - the decision-making
processes of work groups.
Fundamental changes
They also involve changing
They tend to involve several
multiple levels of the
are directed at significantly organizational dimensions,
organization, from top-level
altering how the organization including structure, culture,
management through
operates. reward systems, information
departments and work
processes, and work design.
groups to individual jobs.
Organizations
OD practitioners are typically
1960s and 1970s concerned contracted by managers to help
mainly with fine-tuning their In those situations, planned solve specific problems in
bureaucratic structures by change involved a relatively particular organizational systems
resolving many of the social bounded set of problem-solving • poor communication among members
problems that emerged with activities. of a work team
increasing size and formalization. • low customer satisfaction
02. Degree of Organization
over organized under organized
situations, such as in highly mechanistic, bureaucratic there is too little constraint or regulation for
organizations, various dimensions such as leadership styles, effective task performance.
job designs, organization structure, and policies and
procedures are too rigid and overly defined for effective task
performance.
Leadership, structure, job design, and policy are poorly
defined and fail to direct task behaviors effectively.
Communication between management and employees is Communication is fragmented, job responsibilities are ambiguous,
and employees’ energies are dissipated because they lack direction
typically suppressed, conflicts are avoided, and employees
are apathetic
situations are typically found in such areas as product development,
project management, and community development, where
relationships among diverse groups and participants must be
coordinated around complex, uncertain tasks.
four steps
01 Identification
02 Convention
03 Organization
04 Evaluation
identifies the relevant people or groups who need to be involved in the change program. In
many under organized situations, people and departments can be so disconnected that
there is ambiguity about who should be included in the problem-solving process.
the relevant people or departments in the company are brought together to begin
organizing for task performance.
Different organizing mechanisms are created to structure the newly required interactions
among people and departments. This might include creating new leadership positions,
establishing communication channels and specifying appropriate plans and policies.
the outcomes of the organization step are assessed. The evaluation might signal the need
for adjustments in the organizing process or for further identification, convention, and
organization activities.
resistance to change
01. Fear of the 01. Structural Inertia
Unknown
02. Bureaucratic Inertia
Individual Sources of
Organizational Sources
02. Self-Interest
03. Group Norms
03. Habit
Resistance
of Resistance
04. A Resistant
04. Personality Conflicts Organizational Culture
05. Differing Perceptions 05. Threatened Power
06. General Mistrust 06. Threatened Expertise
07. Social Disruptions 07. Threatened Resource
Allocation
understanding and managing
resistance to change
why people resist change in the workplace
01. An individual's predisposition toward change.
02. Surprise and fear of the unknown.
03. Climate of mistrust.
04. Fear of failure.
05. Loss of status and/or job security.
resistance to change
06. Peer pressure
07. Disruption of cultural
traditions and/or group
relationships
08. Personality conflicts
09. Lack of tact and/or poor
timing.
10. Nonreinforcing reward
systems.
Lewin’s model
Leader’s task
