Frameworks for Organisational Transition
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As no one framework is the "ultimate" in organisational transformation, the sub-frameworks are divided into 6 broad categories:
1 Bureaucratic and scientific approaches to change
|
Basic metaphor |
The organisation as a machine |
|
Diagnostic framework |
Task-focused structural analysis (hierarchy, position status, delegation, rules, job description) |
|
Ideal |
Efficient, repetitive operations with predictable outcomes |
|
Intervention theory |
Expert analysis, task redesign, to ensure efficiency, selection & basic technical training |
|
Role of change agent |
Authoritative manager &/or technical expert |
2 Human relations and organisational development approaches to change
|
Basic metaphor |
organisations as networks of interpersonal relationships & cohesive groups |
|
Diagnostic framework |
A person-focus analysis of the social system |
|
Ideal |
A participative, organically-evolving community of endeavour with high morale & job satisfaction |
|
Intervention theory |
Facilitation of a process of participation, self-diagnosis & satisfaction, team development, conflict resolution & interpersonal skills training |
|
Role of change agent |
Facilitator of the process of redesign of human relations & workplace organisation |
3 Socio - technical systems and industrial democracy approaches to change
|
Basic metaphor |
organisation as organic open system |
|
Diagnostic framework |
Social-technical system analysis/participant design |
|
Ideal |
A representative democratic community composed of semi-autonomous work-groups with ability to learn continuously through participative action research |
|
Intervention theory |
Participative action research & workplace redesign around socio-technical principles |
|
Role of change agent |
Technical expert, facilitator |
|
Agent |
Negotiator |
4 TQM and quality approaches to change
|
Basic metaphor |
organisations as continuous process improvement systems |
|
Diagnostic framework |
TQC/TQM methods of analysis |
|
Ideal |
Focus on continuous improvement in order to reduce variations & enhance product reliability & customer satisfaction |
|
Intervention theory |
The use of TQ circles or groups to harness employee knowledge & equip them with the techniques needed to make work improvements. Management-driven from the top |
|
Role of change agent |
Expert & teacher of knowledge relating to techniques of quality improvement. Expert empowers others |
5 Strategic approach to change
|
Basic metaphor |
organisations as purposive competitors |
|
Diagnostic framework |
Strategic analysis of the environment & other key contingent factors |
|
Ideal |
A highly efficient organisation, meeting international productivity & profitability benchmarks for the industry, with a committed workforce supporting the organisation's strategic direction |
|
Intervention theory |
Environmental scanning, including competitor analysis; strategic redirection & repositioning; design & implementation of integrated organisational change HR programs |
|
Role of change agent |
Corporate strategist, technical expert in strategy implementation, integrator of varying strategic action programs |
6 Living organism approach to change
|
Basic metaphor |
organisation as a living organism |
|
Diagnostic framework |
Self-organising system |
|
Ideal |
Highly flexible and adaptive organisation |
|
Intervention theory |
Learning organisation and chaos theory |
|
Role of change agent |
Creating the organisational environment that allows an organisation to become a learning organisation |
(source: Dexter Dunphy et al, 1994; Bill Synnot, 1999 a&b)
