Gk Printers
Vol. 4, No. 12
International Journal of Business and Management
Analysis and Evaluation of Organizational Change Approaches
Yuan Liu Department of Fundamental Education, Lianyungang Teacher 's College Lianyungang 222006, China E-mail: liuyuan_0228@hotmail.com
Abstract
Organizational change is the trend for the further development and which been explained is the enduring quest of scholars in many disciplines. Prescriptive approach and emergent approach are two main types of models for organizational change. The ‘Seven S Framework’ from Peters and his colleague to show the interrelationships between different aspects of corporate strategy. Mintzberg developed his rational concept of an organisation as composed of five segments and uses his model flexibly to develop five different configurations of structure
Keywords: Organizational, Prescriptive, Emergent, Change 1. Introduction
“Explaining organizational change has been an enduring quest of scholars in many disciplines. Change and development process are central to such organizational phenomena as careers, group decision-making, organizational strategy formation, innovation, and interorganizational networks. Contemporary intellectual currents, exhibited in the rising interest in such topics as individual and organization life cycles, structuration theory and nonlinear systems thinking.” (Poole, Van de Ven, Dooley, Holmes, 2000) In this article, a case study will be introduced to analyse and evaluated the theories of change management.
2. Two Approaches and a Framework
2.1 Prescriptive and Emergent Approaches There are two main types of models for organisational change: prescriptive approach which works best where it is possible to move clearly from one state to another and emergent approach which is used in an unpredictable and unplanned fashion. “Planned change (prescriptive approach) is a term first coined by Kurt Lewin to distinguish change that was consciously embarked upon and planned by an
International Journal of Business and Management
Analysis and Evaluation of Organizational Change Approaches
Yuan Liu Department of Fundamental Education, Lianyungang Teacher 's College Lianyungang 222006, China E-mail: liuyuan_0228@hotmail.com
Abstract
Organizational change is the trend for the further development and which been explained is the enduring quest of scholars in many disciplines. Prescriptive approach and emergent approach are two main types of models for organizational change. The ‘Seven S Framework’ from Peters and his colleague to show the interrelationships between different aspects of corporate strategy. Mintzberg developed his rational concept of an organisation as composed of five segments and uses his model flexibly to develop five different configurations of structure
Keywords: Organizational, Prescriptive, Emergent, Change 1. Introduction
“Explaining organizational change has been an enduring quest of scholars in many disciplines. Change and development process are central to such organizational phenomena as careers, group decision-making, organizational strategy formation, innovation, and interorganizational networks. Contemporary intellectual currents, exhibited in the rising interest in such topics as individual and organization life cycles, structuration theory and nonlinear systems thinking.” (Poole, Van de Ven, Dooley, Holmes, 2000) In this article, a case study will be introduced to analyse and evaluated the theories of change management.
2. Two Approaches and a Framework
2.1 Prescriptive and Emergent Approaches There are two main types of models for organisational change: prescriptive approach which works best where it is possible to move clearly from one state to another and emergent approach which is used in an unpredictable and unplanned fashion. “Planned change (prescriptive approach) is a term first coined by Kurt Lewin to distinguish change that was consciously embarked upon and planned by an
References: International Journal of Business and Management Burnes, B. (1996). Managing Change: The Emergent approach to change. Person Education Limited (2004 fourth edition). P291- P325. Caldwell, R. (2006). Agency and Change. Raymond Caldwell. Cobbenhangen, J. (2000). Successful Innovation. Edward Elgar, Cheltenham, UK. Northampton, MA, USA. Cole, G.. (2004). Management Theory and Practice: Organising for Management. Thomson, (2004 Sixth edition). P210. Fenton, E., & Pettigrew, A. (2000). The innovating organization. SAGE Publications Ltd London. Griffiths, K., & Williams, R. (1998). A Learning Approach to Change. GOWER. USA. Henry, J., & Mayle, D. (2002). Managing Innovation and Change. The Open University, (2002,Second edition).UK. Lynch, R. (2005) .Corporate Strategy: The Implementation Process. Person Education. Limited, (2006 fourth edition). P. 679-P805. Macdonald, S. (2000). Information For Innovation. Oxford, UK. Marrow, AJ. (1969). The Practical Theorist: The Life and Work of Kurt Lewin. Teachers College Press (1997 edition): New York. Merli, M., & Wheeler. (1995). Beyond Business Process Reengineering. John Wiley & Sons Ltd, UK. Mintzberg, H. (1983). Structure in Fives: Designing Effective Organisations, Prentice-Hall. Poole, S. M., Van de Ven, A, Dooley, K., & Holmes, M. (2000). Organizational Change And Innovation Processes. Oxford. UK. Rouse, William, B. (1992). Strategies For Innovation. John Wiley & Sons Ltd, UK. Schein, E. (1964). The Mechanics of Change.W. G.. et al (eds), Interpersonal Dynamics, Dorsey Press. UK. Tidd, J. Bessant, J., & Pavitt, K. (2003). Management Innovation, John Wiley & Sons Ltd, (2003,the second edition), UK. Turbulent environment Large-scale transformation Level: The organisation Focus: Culture Approach: Emergent change Slow transformation Slow change Level: Individual/Group Focus: Attitudes/behaviour Approach: Planned change Level: Individual/Group Focus: Tasks and procedures Approach: Kaizen Tayloristic or Level: The organisation Focus: Structure and processes Approach: Bold stroke Rapid transformation Rapid change Small-scale transformation Stable environment Figure 1. 238