Abstract
The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.
Highlights
"DDPSEJOHUP3JFMFZBOE$MBSLTPO (2001), organisational change is an integral part of organisational strategy, whilst Burnes (2004) argues that it is an ubiquitous and dominant feature of organisational life. e word “change” could be characterised as multidimensional with multiple meanings because it refers to and is synonymous with concepts such as “transformation, development, metamorphosis, transmutation, evolution, regeneration, innovation, revolution and transition” (Stickland 2002, p.14). e aim of this paper is to review and describe the concept of organisational change as it has been de ned in the relevant literature
In the early 1990s, Smith and Tran eld (1991) divided organisational change into morphogenic, which aim to nd out new organisational forms which will be more suitable for the business because, as Botes (2005) argued, in this case disturbance is perceived as internal noise, whilst morphstatic changes regard disturbance as information about external conditions and minor changes are made in order to maintain the current state
By taking into account the number and nature of changes which are undertaken in businesses, it could be argued that the term “organisational change” is as CSPBEBOEHFOFSJDBTUIFUFSNiDIBOHFwBTJUDPODFSOTBOZLJOEPGNJOPSBOENBKPS
Summary
Organisational change is a concept of a great importance that has attracted researchers’ interest for many years, and without doubt is crucial for enhancing and improving organisational e ectiveness and/or ensuring organisational growth $VNNJOHTBOE8PSMFZ4XBOFQPFM "DDPSEJOHUP3JFMFZBOE$MBSLTPO (2001), organisational change is an integral part of organisational strategy, whilst Burnes (2004) argues that it is an ubiquitous and dominant feature of organisational life. e word “change” could be characterised as multidimensional with multiple meanings because it refers to and is synonymous with concepts such as “transformation, development, metamorphosis, transmutation, evolution, regeneration, innovation, revolution and transition” (Stickland 2002, p.14). e aim of this paper is to review and describe the concept of organisational change as it has been de ned in the relevant literature. One of the earliest and most in uential planned approaches to managing change is that of Lewin (1947) who described the three stages of change as Unfreezing, Changing and Refreezing He argued that the rst phase of unfreezing is characterised by a change of preparedness, and prior learning, behaviours and. Burnes (2004) and Todnem (2005) summarise the weaknesses of the planned approach as follows: I It assumes that the conditions in which organisations operate are constant, and their transition from one stable state to another can be achieved via pre-planning. Being against the “pre-planned” philosophy of planned change, various proponents of the emergent approach such as Kanter, Stein and Jick (1992), Kotter (1996), and Luecke (2003), have suggested a set of practical, prede ned actions for organisations, so as the successful adoption and implementation of organisational change to be achieved (See Table 1.1). Mobilise energy and commitment through joint identification of business problems and their solutions
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