"One of the fundamental responsibilities of leadership is the pursuit of improvement in organizational dynamics" (Gephert, 2016). This pursuit often involves the intricate process of organizational change, encompassing both subtle adjustments and sweeping transformations that significantly influence the organization at all levels. Organizational change also encapsulates pivotal turning points strategically designed to shift the organization in new directions or enact profound alterations in its values and mission (Baran et al., 2019). Four primary types of organizational change are commonly identified: Strategic or Transformational change, People-centered change, Structural change, and Technological/Process-oriented change.
Strategic Change: Strategic change revolves around the overarching goals and purpose of the organization, addressing adjustments in its vision and mission (Nibusinessinfo.co.uk). In parallel, transformational change refers to a profound evolution of fundamental structures within the business, including its strategy, culture, organization, physical structure, supply chain, or processes (Harvard Business School, 2020).
Personal Experience - Strategic Change: In my institution, a change in leadership prompted several transformational changes. The conceptualization of a vision statement, a collaborative effort involving staff and students, marked one of the initial transformations. This decision, prominently displayed in major hallways and updated in official publications, notably elevated morale among both staff and students.
People-Oriented Change: People-centered change focuses on the human element within organizations, addressing shifts in the attitudes, skills, and behavior of employees. It entails altering how employees learn, communicate, or perform, impacting their perceptions of themselves, their roles, and the organization (Sharma, 2020).
Personal Experience - People-Oriented Change: This ongoing transformation in our organization was particularly challenging due to its nature of changing mindsets and disrupting comfort zones. The adjustment in personnel, including retirements, promotions, and new hires, was the catalyst for this people-oriented change. Managing the transition, especially promotions, was fraught with challenges, as individuals grappled with altered power dynamics and perceptions of fitness for authoritative roles.
Structural Change: Structural change encompasses alterations in the hierarchy of authority, administrative procedures, management systems, team organization, and responsibilities assigned to different departments, employees, or teams (Sharma, 2020). It is intricately linked to people-centered changes.
Personal Experience - Structural Change: An example of structural change in my institution was the creation of assistant positions and the formalization of meetings. This initiative not only facilitated mentorship opportunities but also demonstrated effective succession planning, reducing the workload burden for deans.
Process-Oriented/Technological Change: Process-oriented or technological change pertains to modifications in an organization's production process or how it assembles products and delivers services.
Personal Experience - Process-Oriented Change: Technological advancements significantly drove change in our institution. The establishment of a computer lab allowed us to offer a diverse range of courses, from IT to Computer Science, at the highest level. This not only attracted top students from other schools but also heightened productivity, fostering interest and creativity among both staff and students.
In essence, organizational change, encompassing these various types, serves as a dynamic mechanism for progress, adaptation, and continuous improvement in response to the evolving needs and challenges of the organization."
REFERENCES
Baran, B. E., Filipkowski, J. N., & Stockwell, R. A. (2019). Organizational change: Perspectives from human resource management. Journal of change management, 19(3), 201-219.
Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Gephart, M. A., & Marsick, V. J. (2016). Strategic organizational learning. Berlin/Heidelberg: Springer.
Harvard Business School. (2020, March 20). COMMON TYPES OF ORGANIZATIONAL CHANGE & HOW TO MANAGE THEM. Https://Online.Hbs.Edu/Blog/Post/Types-of-Organizational-Change. https://online.hbs.edu/blog/post/types-of-organizational-change
Rashid, Z. A., Sambasivan, M., & Rahman, A. A. (2004). The influence of organizational culture on attitudes toward organizational change. Leadership & organization development Journal.
Sharma, K. S. (2020, September 2). 4 Types of Organizational Change, Explained. Https://Whatfix.Com/Blog/Types-of-Organizational-Change/. https://whatfix.com/blog/types-of-organizational-change/
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788.
Do leaders and managers out there know about this? Actually putting it into practice? It seems like something they should know and be using but based on many of the workplaces I've worked at, it doesn't seem to be the case?
ReplyDelete@Emilia, I had the same question! Organizational change is very important but lots of manager/leaders just don't get it, which is real frustrating. A lot of them don't have the mindset or the ability to adapt. much less communicate properly with people in the workplace.
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