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Organization Change and Development
Notes These two lists are similar in some respects. Change must come from within the organisation.
People must be aware of the need for change, believe in the potential value of the changes
proposed, and be willing to change their behaviours in order to make the team, department, or
the organisation effective. In the absence of these beliefs and behaviors, effective organisational
change is problematic.
Notes Effective change must rely on a contingency perspective that is open to trying
different things at different times.
Self Assessment
State whether the following statements are true or false:
1. Effective planned change efforts are often characterized by some common characteristics.
2. Key members of the organisation must recognize the need for change and be attracted by
the potentially positive outcomes of the change programme.
3. Change must come from within the organisation.
4. Effective change must rely on a contingency perspective that is open to trying different
things at different times.
3.2 Models of Change
Organisations and their managers must recognize that change, in itself, is not necessarily a
problem. The problem often lies in an inability to effectively manage change. Not only can the
adapted process be wrong, but also the conceptual framework may lack vision and understanding.
This happens because the managers are unable to appropriately develop and reinforce their role
and purpose within the complex, challenging and dynamic organisations. Change is now a way
of life; organisations and more importantly their managers, must recognize the need to adopt
strategic approached when facing transformation situations. Some of this approaches that have
been discussed below include:
1. Systems model of Change
2. Force Field Analysis
3. Continuous Change Process Model
4. Change and Transition Management
5. Organisational Growth Model
3.2.1 Systems Model of Change
Meeting the challenge posed by the organisation change often means not doing things piecemeal.
To be successful, change usually must be organisation wide (Armenakis, et. al., 1999). From the
perspective of managing change a system may be defined as being an organized assembly of
components, which are related in such a way that the behaviour of any one individual component
will influence the overall status of the system. It is not possible to think of any physical mechanism
or process that cannot be described in a systematic manner. All types of systems, physical or
‘soft’, must have a predetermined objective that the interrelated components strive to achieve.
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