Change is a complex phenomenon. There are different types of changes that are going on around us. Listed in this article are twelve areas in which change arises and bring some classification to it. However one may classify the change, the various heading is always interrelated. The change could be triggered by market changes, technological changes, or organizational changes.
There are several models of organizational change. A model is an integrated way of explaining why and how change takes place, based on a known and acceptable basic explanation (theory) of relationships of several aspects involved. It would be obvious that there can be different ways of explaining the change, depending on what theory we follow or use.
Two contrasting models of change are the "trickle-down" model vs. "identity search" model. In the trickle-down models of change, the change is driven by the elite group. The organizational change occurs because the top management takes a decision and adopts some new ways (technology, systems, structure, etc.) and others follow it.
According to the Identify Search Model, the urge to develop one's own uniqueness and identity will make the group or individuals accept change.
Another way is to look at change is to look for the external or internal forces as determinants of changes. Change can be a result of internal factors like changes in the direction and objectives and ideology of a company or a workforce.
The changes, which occur within the business, can result from external environments such as the development of technology, globalization of markets, or new competitors on the market.
Business models change as managers engage in more mundane adaptation in response to external changes. The adaptation model emphasizes the role of external factors (for example a new government policy, or competitive environment) in producing a change in organizations (more emphasis on quality, restructuring, etc.). To respond positively to environmental changes, the person must adapt.
According to the proactive model, the explanation comes from within the organization (the decision of the organization to set an example, to be a leader, to anticipate the future) and act and change itself in response to such an internal urge. Companies that take a proactive approach to change are often trying to avoid a potential future threat or to capitalize on a potential future opportunity. Corrective action was being taken before a market decline or before technology became obsolete. Positive action was being taken to seize competitive advantage before someone else did.
Yet another explanation of organizational change may lie in the emphasis on the structure or the process. Structural change refers to a dramatic shift in the way a country, industry, or market operates. Successful change, according to the structure model, would require preparing the necessary structural details (technology, design of the organization, systems), and introduce them systematically.
The process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and, finally, solidifying that new behavior as the norm. People will also change, according to the process model, successful change can be planned by helping people to develop process competencies (ways of planning, decision-making, problem-solving, collaborating, communicating, etc.), and then people will find new ways of organizing, etc.
Adaptive change requires new learning for problem definition and solution implementation. Adaptive change requires auditing of existing systems, roles, and responsibilities. This process can often result in essentially rebuilding the entire company by redefining job descriptions, consolidation, elimination of overlap, and creating greater efficiencies. This involves the reimplementation of a change in the same organizational unit. Adaptive change is not considered threatening.
An organization needs to constantly innovate to succeed. Innovation is about making things better, faster, or cheaper. Dynamically continuous innovation affects the way in which the company adapts to changing market conditions. This involves changes that are generally new and unfamiliar. The innovative changes create a kind of uncertainty and fear in organizations.
Radical innovation is an invention that destroys or supplants an existing business model. Radical innovation is the long-term growth strategy for revolutionary business transformation. The concept of radical innovation is about leveraging core competencies for the future and this is the most intimidating type of change. This type of change is most resisted in organizations. Radical innovation creates such a dramatic change in processes, products, or services that they transform existing markets or industries, or create new ones. Implementation of a radical change in an organization requires a long-term strategy.
This is a change brought about by a sudden or unplanned event. Whereas the planned change is a systematic, deliberate change in the way part or all of an organization functions. In planned change the focus is on processes, people, or technology; and one person, a project team, a department, or the entire firm can be involved in the change process.
Generating Ideas using Brainstorming
The brainstorming technique was developed by Alex F. Osborn in 1957 and brainstorming means where a team of members generates a large amount of alternative fruitful ideas on a specific problem without any criticism and then evaluates each idea in terms of their pros and cons. Brainstorming techniques fall into four broad categories: visioning, exploring, modifying, and experimenting.
Charles Darwin had once commented that “It is not the strongest or the most intelligent who will survive but those who can best manage change.” Agility means the capability of rapidly and efficiently adapting to changes and recently, agility has been applied in the context of software development, agile enterprise, and agile leadership. Agile leaders play an important, even essential, role in scaling agility in an organization. Understand how being an agile leader helps in effectively catalyzing organizational change.
Tips for Effective Time Management
After studying and analyzing how time is spent, why time is wasted, and where time is wasted you need to decide about the changes required for effective utilization of time. For this purpose, a large number of remedial measures can be taken by you. The first and foremost determinant of a planned and purposeful utilization of time is to develop consciousness of the value of time at all levels of the organization. Planning, goal setting, and defining priorities are concerns to addressed immediately.
Change & Culture of Innovation
Predicting the future is a tricky business but managers need to have a future perspective in order to take business advantage and remain competitive. They need to drive and introduce constructive change to the business of the enterprise. The first step to creativity and innovation is to drive a culture of Innovation. Managers need to focus on developing future mindset all the time to keep pace with the unfolding future.
Productivity is defined not in terms of the number of goods produced, but in terms of value-added per employee. Customers don’t really buy goods and services but in fact, they buy a value - something they value. The future is all about tangible products fulfilling intangible needs. Ideas like this can transform a business and provide them a competitive advantage to thrive in the future.
Symbolic Interaction and Social Change
George Herbert Mead, an American philosopher, affiliated with the University of Chicago founded the theory of symbolic interactionism. A major aspect of this is that people interact by symbols both verbal and non-verbal signals and every interaction makes a contribution to the mental make-up of the mind thus every interaction with someone, changes you and you go away a different person signifying that humans and change go together.
Evidence of the medically damaging symptoms of work stress necessitates applying the treatment of stress management. Stress management is increasingly drawing the attention to the management experts not only as a remedial measure but also as a way to resource management. If the workplace can be made a little more lovable the increase in the achievement of the organization may be much time more. If group stress can be removed by introducing group discussions and recreational facilities a long-lasting team spirit may get developed.
Charisma is a certain quality of an individual personality, by virtue of which he is set apart from ordinary men. Charismatic Leader gathers followers, through dint of personality and charm. Understand the meaning and concept of Charismatic Leadership and the qualities of a charismatic leader. Gain an understanding of the advantages and disadvantages of using charismatic leadership. Finally, explore the difference between charismatic and transformational leadership.
In today's innovation-driven economy, understanding how to generate great ideas has become an urgent managerial priority. Managers need to encourage and champion ideas and need to help their organizations incorporate diverse perspectives, which spur creative insights and facilitate creative collaboration by harnessing new technologies. Innovation is the embodiment, combination, and/or synthesis of knowledge in original, relevant, valued new products, processes, or services.
In its simplest sense, decision-making is the act of choosing between two or more courses of action. Decision making is a key skill in the workplace and is particularly important if you want to be an effective leader. When decisions have to be made, there are several stages that you should go through to reach a practical solution. Understand the meaning and importance of decision making and how to look at it as a process.
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