Question

A recommendation report of aimed at your client proposing the most appropriate change intervention from your exploration as a change agent within the organization. Your recommendation as a change agent.

Q. Discussion on the required types of change (solutions) and the rational for changes.

Answer 1

TYPES CHANGES

1. Happened change: This type of change is rather unpredictable and takes place naturally due to external forces. It is profound and traumatic for it is out of direct control and produces a future state that is largely unknown. This type of change occurs when an organization reaches a plateau in its lifecycle and falls prey unwisely to demand from the environment. For example, currency devaluation, over which it has no control, adversely affects the business of a company that has to import its raw materials. Some political and social changes are also unpredictable, as was the case in India during indira Gandhi's years of emergency.
2. Reactive Change: Change that are clearly in response to an event or a series of events are termed reactive changes. Generally, most companies are engaged in reactive, often incremental change. These changes are attempted when the demand for a company's products/services registers an increase or decrease, or a problem/crisis occurs or develops. technological changes, for example, force the organization to invest in modern technologic. The incorporation of the product. Incremental changes, made in response to external forces and limited to a subsystem or a part of the subsystem, are adaptive in nature. Recreation is also a reactive change, but in involves the organization in its entirely, and occurs when the organization is undergoing severe crises.
3. Anticipatory change: Change carries out in expectation of an event or a series of events is called anticipatory change. Pepsi recently announced that it would invest $750 million over the next five years for its operation in Mexico. Pepsi, which began its operation in Mexico in 1938, had a 31% market share of mexican cola sales and plans to improve this figure. organization, in terms of their anticipation, any tune in or reorient themselves to future demands. tuning-in would involve making incremental changes (dealing with a subsystem or a part of the system) in anticipation of external events. reorientation is moving from 'here' to 'there' in anticipation of a changing environment. it involves future state, and managing the transition process.
4. Planned Change: Planned change or development change is undertaken to improve upon the current way of operating . It is a calculated change, initiated to achieve a Certican desirable output/performance and to make the organization more responsive to internal and external demands. enhancing employees' communication skills and technical expertise, building teams, restructuring the organization, introducing new technologies, introducing new products and services, challenging the incentives system, improving employee welfare measures, and the like fall into this category.
5. Incremental change: Change directed at the micro level and focused on units/subunits/components within an organization are termed as incremental changes are brought in gradually and are usually adaptive in nature. it is assumed that those small changes will set in process the large change and lead the system slowly in a healthier direction. It also provides the organization an opportunity to learn from its own experience. A failed incremental change will cause less damage to the total system than an unsuccessful large-scale change.
6. Operational change: This is necessitated when an organization need to improve the quality of its products or services due to external competition, customers changing requirements and demands, or internal organizational dynamics. Improvements of production ans services capabilities could center on quantity, quality, timeliness, cost savings and other such factors. The organization's goals remaining the same intended change forces organizations to consider how to improve include bringing in new technology, re-engineering the work processes, quality management, better distribution and delivery of products and enhancing interdepartmental coordination.
7. Strategic change:Change that is addressed to the organization as a whole or to most of the organizations' components including strategy may be called strategic change. an example could be a change in the organizations' management style. Toyota has recently taken steps to change its overall corporate management philosophy in an attempt to create an organization which is less hierarchical, is leaner, flexible, decentralized, and which allows itself a considerable degree of autonomy. this move by Toyota will affect the entire organization and will influence its performance.
8. Directional change: A change in direction may become imperative for an organization due to severe competition or regularly shifts in government policy and control (for example, on pricing, import/export restriction, etc.). Directional change is also critical when the organization is developing a new strategy or is incapable of executing effectively its current strategy. R & D activities, competitive analysis, information management and adequate management control system could facilitates the question of 'quo vadi' or where the organization is headed.
9. Fundamental change: this entails a redefinition of the current purpose or mission of the organization. It may be necessitated by drastic changes in the business enlivenment, the failure of the current corporate leadership, problems with employee morale, or a sharp fall in turnover.
10. Total change:For total change, the organization is coon strained to develop a new vision, and a strong link between its strategy, employees and business performance.The organization has to achieve a turnaround or perish. total change is necessary to extricate the organization from the rot that has set in due long-term failure of business, employee-organization value incongruence, estrangement of operators from the reality of the business environment, and the concentration of power in the hands of a few people who could be furthering their personal interests at cost of the organization. A new vision and drastic surgery could be only way out from the organization. the dramatic debacle Arthur Anderson is a case in point.

FLEXIBILITY AS THE RATIONAL FOR CHANGE

Flexibility denotes the range and extent of the malleability of the firm's structure, resources, and activities and flexibility enables calibrating the magnitude and speed of response to external forces.Oragnizational changes create an environment of discourse with a closer lock at small rural community school the observation and elementary participation of workplace discourse through an ethnomethodical inquiry will be studies. Flexibility witihin the workplace might illustrate how a workforce-workplace worker compromises could illustrate how this studied culture come together as a community for one common goal dynamics, work attitudes, and hhow the organizational climate is disrupted when one adverse organizational change occurs at the school where so many independent individuals are all working together.