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StrategyIt appears that only some attempt was made to plan events and prepare for innovation with the previous bus. Planned change is obviously ideal but if not it can result in a disillusioned and disorganised workforce. It is important to start with defining the planned change when looking at the process of change: it is a consensus, deliberate, collaborative effort to improve the operations of a human system, through the utilisation of valid knowledge (Haynes, 1992, P636). But to understand the processes of change, it is necessary to appreciate the theories behind that process. Lewin (1951) described 3 steps in his theory of change and this is the most common theory used when implementing change. He argued that any organisation, individual or group that was to change had to be unfrozen or freed from their previous state, then changed and then unfrozen, this theory shall be used when devising the strategy. Bennis et al (1976) identifies 3 predominant change strategies: rational/empirical,
power-coercive, and normative-re-educative. Each of these strategies is
based on managers' assumptions about what makes individuals and organisation
willing to change/resist change. |
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