Name : Zainab Nasir

BBA- VII (Regular Morning)

Seat no. B-16107068

Organizational Development and TQM

Models of Change

Change in today’s world is an inevitable phenomenon whether it is on a personal level or a

bigger level like in organizations. The main problem in not the change itself but how to
effectively and efficiently administer that change within the organization. There are certain
approaches for that in the form of change models which are discussed further.

1. Systems Model of Change

The Systems Model of Change stresses upon the fact that change does not happen partly but
within the whole organization widely. Systems model forces that change is always systematic.
The model contains 6 variables and all of these variables are interconnected and a change in one
variable will result in a change in other variables as well. The variables and what they focus on
are as follows:

People It focuses on the individual differences between the attitudes

and personalities of the work force.
Culture It focuses on the values and norms.
Task It defines the nature of the work that how easy, standard ,
simple, unique or complex your job is.
Technology It includes the robotics and automated technological aspects
Strategy It represents the structure of the organization formal or
informal.
Design The various strategies made to make the organization achieve
its goals.

We can take the example of the online classes that have been started in various educational
institutes due to COVID-19. Now due to this there is a change in the strategy of the organization
and now they need more advanced IT structure. For this they might need to hire IT professionals
to teach the staff regarding various methods on how to use different apps. And this in result
would also affect another variable like the people variable because the staff is not ready for this
change and they will have certain behavioral changes.
An advantage of this model is that as all the variables are interconnected so the people are linked
and they understand each other better.

2. Lewin’s Force Field Analysis Model

The Lewin’s Force Field Analysis Model explains that there are two types of forces in
organizations. Driving forces and restraining forces. The environmental changes like
technological or growing competition which in result increase the speed of change are known as
driving forces. On the contrary restraining forces are the forces that block the change or force
stop it such as negative employee behavior. The reaction to change would always depend on the
source of change .If any change happens internally then it will have a positive feedback and if
any change happens due to some external force it will always have a negative feedback.

This model contains 3 step processes. Unfreezing, Change, and Refreezing.

Unfreezing
In this step all the old ways are changed and the need for new ways and change is introduced .A
new perspective is given to the workforce that may be some day to day activities that they think
are fine might need some change. In this stage people can also deliver some negative behavior
because no one likes change and people deal with it emotionally.

Change
In this step the change is being practically implemented and adopted. All the new ways are being
performed. This process always slows down the learning curve of an organization as people find
it hard to deal with new things at first because they are not very aware of the new methods and
techniques.

Refreezing
In this stage all the changes that have been made are made sure to be made permanent in the
organization so that things do not go back to usual. Sometimes people get motivated only for
time and then come back to old practices as they find them more comfortable but this will not
result in an effective change.

3. Continuous Change Process Model

This model explains that is a continuous process and can never be stopped. At first the top
management identifies some forces and then set some standards that the organizations have to
achieve. In this process the help of a changing agent is always taken. The implementation stage
of Lewin’s Model is incorporated into this model. The top management will first decide that in
which places the change is needed and then with the help of different alternatives choose one.
The changing agent that could be internal, a member from the organization or hired externally. It
is always best to hire an outsider because he will never be biased will looking at the things and
the internal member of the organization could be too into the company and over look some
things as it will be a norm for him. The final step will be to evaluate the control all the changes
that you have in the organization.

In this model when the organization is in a state of change, so in order to keep the other activities
intact and no disturbance is created there a transition management team is made with the
members of the organization which makes sure that the day to day activities of the company are
not being compromised.

4. Change and Transition Management

This model describes that how change is triggered in the organizations and how they respond to
it. There are four interlocking layers that are essential for the execution and sustenance of a
major organizational change. The four layers comprise of trigger layer, vision layer, conversion
layer, maintenance and a renewal layer.

The first layer is the trigger layer. Here the basis for the need of change is identified and then
communicated throughout the organization. Rather than threats these triggers are expressed as
opportunities for change. Change can only be effectively implemented if every member of the
organization completely understands what has triggered the need for change.

In the next layer, the vision layer, the organization decides what goals it must achieve to comply
with the new vision and where the organization will be heading in the future.

In the conversion layer, those people who have to work together to bring the required changes
should be involved and the detailed new vision should be explained to them so that everyone
feels a part of the change and supports the new vision.

In the last layer of maintenance and renewal, organizations work to uphold the change by
allocating resources to sustain and renew the original vision.

5. Organizational Growth Model

According to this model, an emerging organization goes through five phases of evolution and a
major change occurs at the end of each phase after which the organization goes to the next stage
of growth.

Creativity is the first phase of evolution. During this time the company is young and small. It
has less staff and so informal ways of communication work. Making and selling of the products
is the main focus of the founders of the company. However, towards the end of this stage a crisis
in leadership occurs as management problems arise and the founders are weighed down with
different organizational responsibilities. This begins the revolutionary process and as a solution
to the crisis, managers are hired.

Growth through direction is the next stage of evolution where the new managers and key staff
are made the decision making managers and on the contrary the lower level managers have less
autonomy in their decisions and just follow orders. Gradually the lower level staff then slowly
starts demanding freedom in their work which leads to the next revolution of delegation.

Growth through delegation is the third phase of evolution. The organization becomes
decentralized in this phase which gives ascend to another crisis at the end when the top managers
start feeling that they have lost control. This crisis of control is solved by moving back to
centralization which is met with hostility from those who were given autonomy.

Growth through coordination is the fourth evolutionary period. Formal systems are used for
achieving coordination within the organization in this stage. By this time the organization has
become so large that it cannot be managed through formal programs and conflicts start arising
between line and staff managers and hence lead to the emergence of the crisis of red tape.

The organization then moves to the fifth evolutionary period to overcome this crisis which is
growth through collaboration. This phase stresses upon problem solving through team efforts.
Different teams are made across functions to carry out explicit tasks and team performance is
now more rewarded than individual performance. Moreover, managers are also trained to resolve
conflicts better and achieve better team work results.