Page 56 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 3: Models of Change

3.5 Summary Notes

 An effective planned change effort is characterized by some common characteristics, which
distinguish it from unplanned changes. There are some prerequisite conditions for
successfully carrying out effective change programme.
 An organisation-wide change usually requires a ‘System Model Framework’ that describes
the organisation as six interacting variables that serve as focus of planned change: people,
culture, task, technology, design and strategy. These variables are interdependent.

 The complex interplay of forces of change as described and discussed by Kurt Lewin in his
‘Force field Theory’ helps us to understand how the change process works.
 The change according to this model is brought out with a three step process, unfreezing,
changing and refreezing. A planned change from the perspective of top management
through the ‘Continuous Change Process Model’ indicates that change is continuous.

 The ‘Transition Management Model’ specifically related to large scale organisation change
suggests that four interlocking management process must take place both to implement
and sustain major organisational change. The layers at which these operate are: trigger
layer, vision layer; Conversion layer and maintenance and renewal layer. A developmental
theory by Larry E. Griener examines the issues of change in a new or emerging organisation.

 It argues that growing organisations move through five relatively calm periods of
evolution, each of which ends with a period of crisis and revolution.

 According to Greiner, “each evolutionary period is characterized by the dominant
management style used to achieve growth, while each revolutionary period is characterized
by the dominant managerial problem that must be solved before growth will continue.”
3.6 Keywords

Culture Variable: The culture variable reflects the shared beliefs, values, expectations, and norms
of organisational members.

People Variable: The people variable applies to individuals working for the organisation,
including their individual differences – personalities, attitudes, perceptions, attributions, needs
and motives.

Refreezing: It makes new behavior relatively permanent and resistant to further change.
System Model of Change: The System Model of change describes the organisation as six interacting
variables that could serve as the focus of planned change: people, culture, task, technology,
design, and strategy.

3.7 Review Questions

1. Effective change management requires a number of initiatives from the management’s
perspectives. Discuss what can management do to bring about these changes effectively in
organisations?

2. How does Force Field Analysis differ from Continuous change process model? Why is it
said that continuous change process model is an improvement over Force field analysis?
3. The concept of perpetual transition management assumes that change is a constant process
and is widespread. How does this get operationalized in the context of the larger business
organisation?

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