change management models and their implications for the organizations

model of change mangement

1. Miller & Freisen (1984) ModelMiller & Freisen (1984) Model
A.A. BirthBirth
B.B. Growth,Growth,
C.C. MaturityMaturity
D.D. RevivalRevival
Baird & Meshoulam (1988) described Baird & Meshoulam (1988) described
four stages in organization life four stages in organization life
cyclecycle
1. 1. Organisation initiation,Organisation initiation, 2. Functional 2. Functional
growth, growth,
3. Controlled growth 3. Controlled growth 4.Strategic 4.Strategic
IntegrationIntegration

2. 1. Organisation Initiation1. Organisation Initiation
EntrepreneurshipEntrepreneurship
InformalityInformality
Limited products & marketsLimited products & markets
Ethnocentric cultureEthnocentric culture
ObjectiveObjective

3. 2. 2. Functional growthFunctional growth
 ExportExport
 Technical specialisationTechnical specialisation
 Dynamic growthDynamic growth
 Formal structureFormal structure
 Production efficiencyProduction efficiency

4. 3. 3. Controlled GrowthControlled Growth
Mature overseas marketMature overseas market
Focus on structure and Focus on structure and
management practicesmanagement practices
Emphasis on controlling Emphasis on controlling
overseasoverseas
Moving to low cost Moving to low cost
productionproduction

5. 4 : Strategic Integration4 : Strategic Integration
Local responsivenessLocal responsiveness
Interdependencies of resources & Interdependencies of resources &
responsibilities responsibilities
Increasing influence of foreign Increasing influence of foreign
employeesemployees

6. Organisation death or ExtinctionOrganisation death or Extinction
Pursuit of stability and avoidance of Pursuit of stability and avoidance of
uncertaintyuncertainty
Programming and reluctance to deviate from Programming and reluctance to deviate from
programprogram
Inability to innovateInability to innovate
 Incapacity to appraise their own performanceIncapacity to appraise their own performance
Executive’s narrow and parochial view of Executive’s narrow and parochial view of
external realityexternal reality
 Resist change even environment threatens for Resist change even environment threatens for
extinctionextinction
 Defined as “Organisation slack” by one scholarDefined as “Organisation slack” by one scholar
 Sick unitSick unit

7. Teleological theoriesTeleological theories

8. According to this theory According to this theory
 Goal is the final cause for guiding Goal is the final cause for guiding
movement of an entitymovement of an entity
 This underlies other organization This underlies other organization
theories like functionalism, decision-theories like functionalism, decision-
making, adaptive learning & model of making, adaptive learning & model of
strategic planning and goal settingstrategic planning and goal setting
 Development of an organization entity Development of an organization entity
proceeds toward a goal or an end proceeds toward a goal or an end
state.state.
 Human actions are purposiveHuman actions are purposive

9. The entity is purposeful and The entity is purposeful and
adaptive by itself or interaction with adaptive by itself or interaction with
othersothers
The entity constructs an envisioned The entity constructs an envisioned
state, takes action to reach it, and state, takes action to reach it, and
monitors the progress.monitors the progress.
Therefore development process Therefore development process
entails the repetitive sequence of entails the repetitive sequence of
goal formulation, implementation, goal formulation, implementation,
evaluation and modification of goalsevaluation and modification of goals