AbstractThe main issue for discussion is organisational change. Chuckland and Morgan provide methods for attaining this change, in a considerable and feasible manner. Its important to understand the organisation’s culture, involve employees to participate, and manage the available knowledge, to attain this change. The contribution of the methodologies to achieving organisational change is discussed, by giving examples of rich picture use, and participation through the LEONARDO HRD project. Chuckland’s SSM provides the systems concept to be used, while Morgan (1993) describes organisational metaphors available for this change, and how they are used to achieve this change.
Conclusions reached include the invaluable need for participation in all the three methodologies, and a review of how to employ the methodologies to achieve organisational change. Change in organisation, according to Senior (2002), is the shift of the organisation from one state, to a desired state. These changes are discussed in this piece which is triggered by both internal and external factors. Internal factors include those changes within the organisation like leadership change, while external factors relate to the environmental changes. The methodologies widely used to make organisation effective and smooth are, system concepts, metaphors, and knowledge management.
Systems concepts are based on Chucklands’ SSM, while metaphors are based on Morgan G’s writing. In all the case studies highlighted in this paper, participation is found to be the most effective way to make change effective. Participation is present in all the three methodologies and ensures a well strategise and organized transition. Introduction This paper is meant to explain reasons for organisational change, as well as provide methods that can be used to achieve this change. This is an attempt to help organisations’ mangers effectively carry out change in their companies, with minimum or no resistance.
The first part of the paper gives a definition of organisational change, employee perspectives for change, and some of the reasons why an organisation may go through change. The second part, discusses the triggers for change, followed by a detailed examination of the methodologies used to facilitate organisational change. To clearly demonstrate the use of these methodologies, the paper provides case studies of successful; organizational changes attained by these methodologies. These are therefore followed by a brief conclusion, that explains the discussed agendas in the paper, together with my opinions regarding organisational change, and the approaches employed to attain it.
Change in organisational basically means moving the state of operations from the present state to another state (Hussey, 2005), usually after a need has triggered the change. Organisational change is understood differently by different people in different levels hence can meet resistance or acceptance from the employees. It could mean demotion to some, while promotion to others, it could mean facing new challenges to others while it’s the opposite of others meaning career development to another individual, while break another.
The basic understanding is that new rules or ways of management and operations are applied in the organisation. Change in an organisation can be triggered by internal environmental factors. Senior (2002) like leadership change, job redesign, changes in work policies like hours, introduction of new strategies among others. External environmental factors (Senior, 2002) that trigger change include but not limited to;