Abstract
The different change patterns are all based on the principles of underlying of various models of change, used to assess the existing trends in institutions and determine those that need to change, and also their organizational response to organizational pressures,. The organizations find it difficult to contribute to comprehensive development, or to face the challenges of the future through its models and traditional patterns, where many of the features that stress the inappropriateness of these current patterns and receiving non-compliance with the requirements of the change implementation. The purpose of this paper is to provide an overview of the theoretical backgrounds of the research issue relating to patterns of change. This paper explores the contradictions and differences across the organizations in terms of managing their organizational change, and also explores some of the implications of different types of change for change management practice.
Highlights
CLASSIFYING OF PATTERNS OF CHANGEThe following are the most important of change patterns from several dimensions (Al-Salem 2001): 1. In terms of interference in the rights change will bring about
In terms of reaction of the management towards change: It can divide the change according to expected change and unexpected change in two patterns, which are: A. the expected change: a change that the organization had previously predicted and was favourable, which means that humanitarian intervention is intended to meet the expected changes through extrapolation and understanding of the future effects of surrounding the organization, in order to lead the process of change management, and work toward success by taking all necessary means of designing programmes to deal with expected future conditions both, in the management, concepts and values, and in treating individuals and working groups (Hafez, et al ( 2001)
We find that Fine-tuning, and Incremental Adaptations designed to make improvements on what had been performing well at the base. (Tushman et al (1988) shows how the organizations with continued growth become more efficient, and evolve their internal forces to allow them to maintain stability; these same forces eventually generate strong resistance when it tries to change its strategy for some reason, and we find during times of radical changes in the regulatory environment, that reasons minor amendments will not lead to drastic changes in strategy or organizational structure, or individuals, or processes [165]
Summary
The following are the most important of change patterns from several dimensions (Al-Salem 2001): 1. In terms of interference in the rights change will bring about. 3. In terms of speed of execution. 4. On the administration’s reaction to the change. 1. In terms of interference in the rights change will bring about. The change is divided to Unplanned Change and Planned Change: A. Unplanned change (spontaneous): change that is not predicted by the organization and was not prepared for in advance; the organization generates a reaction to meet those conditions, internal or external, requiring emergency change. B. Planned change: this is achieved due to the desire of rights in the change, identifies goals and change it, and stages and expected results, and contains a maximum of a smooth transition, and contains a clear strategic vision for a future previously undesirable(Wilson 1999)
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