TYPES AND CATEGORIES

OF ORGANIZATIONAL
CHANGE
Presenter:
Acheng Doris Odit
What is change?

Change management is defined as the systematic

deployment of change management programs,
tools and processes throughout an organization.
Broad Classification of Change
Change can either be Planned or Emergent
Planned / Anticipatory Change: deliberate change which is
the product of conscious thinking.
Emergent/ Reactive Change: spontaneous and unplanned
change (Mintzberg, 1989)

Change also be either Episodic or Sporadic

Episodic : Infrequent, discontinuous, intentional. Also
known as radical or 2nd order replacing one program or
strategy with another
Continuous change : Ongoing, evolving, cumulative. Also
known as 1st order or incremental change. Constant
adaptation and editing of ideas critical mass develops if
enough people involved.
Types of Change

Kotter (1996) refers to

incremental,
transitional and
transformational change
whereas
Sims (2006) labels the 3 types of change:
developmental,
transitional and
fundamental.
#1: Developmental Change
Tweaking the system or process
Focus: Improvement of Existing Process
This encompasses change that is either, planned,
emergent or incremental
It is usually change that will correct failings in
existing procedures or enhance existing
procedures.
Continuous change often responds to the
changes in the environment in which the
organization operates eg staff turnover.
#1: Developmental Change Cont.

No time limit

Change for the better in response to new requirements

Relatively small change e.g. to policies/procedures
Usually enhances current states
Dramatic problem solving not required
Keeps people vibrant, growing and stretching through challenge
Developmental Change in Tanzanias
Public Sector- Post Independence-Present

2008-2012
2000-2007 Public Service
Reform
Public Service Programme
Early 1990s Reform Phase TWO
Programme
Phase ONE
Civil Service Reform Enhancement of
Independence Programme Performance and
Institutional and Institution of Accountability
Cost Containment
HR Capacity Focus, redefinition Performance
Building to serve of government roles Management
the needs of and restructuring of Systems
Post -
Independence Tanganyika government
Primarily Serving
colonial Limitations existed
Population still in service
delivery
#2: Transitional Change
Restructuring and Reorganizing
Focus: Implementation of Known New State and
Management of interim transition state over a
controlled period of time.
Seeks to achieve a known desired state that is
different from the existing one.
It is episodic, planned and second order, or radical.
It has its foundations in the work of Lewin (1951) who
conceptualized change as a three-stage process
involving: unfreezing the existing organizational
equilibrium moving to a new position refreezing in
a new equilibrium position.
 Transitional Change Sims (2006)

OLD NEW
STATE TRANSITION STATE

Appropriate when:
Improvement needed is small (lends itself to being broken
down into small chunks)
A long timeline is available, and feasible
Not everyone/everything has to change at one time
Organisation has the capacity to improve
Implementation of OPRAS in
Tanzania: PSRP Phase I
Old InEffective Appraisal Systems
Confidential Performance Appraisal System (CPAS)

Transition
Letting go of CPAS
Taking on OPRAS (specific timeframe)

New Effective Appraisal Systems

Open Performance Review and Appraisal Systems
(OPRAS)
#3: Transformational Change
New vision, new mission, new values
Focus: Emergence of a new state, unknown until it takes
shape, out of the remains of the chaotic death of the old
state; time period not easily controlled
is radical or second order in nature.
It requires a shift in assumptions made by the organization
and its members.
Transformation can result in an organization that differs
significantly in terms of structure, processes, culture and
strategy.
It may, therefore, result in the creation of an organization
that operates in developmental mode one that
continuously learns, adapts and improves.
TRANSFORMATIONAL Change (Sims,
2006)
re-emergence
plateau
chaos

growth

birth

Large change
Everyone needs to change at the same time
Time period not easily controlled
Vision difficult as change often emerges throughout the process
(Sims, 2006)
Characteristics of Transformational
Change
Triggered by Environmental and Internal Disruptions
Aimed at Competitive Advantage
Systemic and Revolutionary Change
Demands a New Organizing Paradigm
Driven by Senior Executives and Line Management
Involves Significant Learning
Transformational Change in Re-emergence
Tanzanias Banking Sector

Plateau
Banking Sector
Monopoly- The only
Banker in the Economy Chaos
(Poor Performance)
Undue government
interference
Ineffective banking Privatization
legislation
New legislation
Growth
Rapid Extension of Banking
(1991)
facilities
Efficient Savings Distribution
Modest Profit for Government
Insolvent and
inefficient State-
Birth:1967 owned Banks
Arusha Declaration:
Nationalisation of all Private Banks
into the Cooperative Rural
Development Bank and the National
Bank of Commerce (Government
Owned)
Conclusion

An effectively managed change will lead to a variety of

benefits for organizations including:-

Efficient use of resources.

Cost savings.
Change delivered within timescales.
An absence of unhappy, uncomfortable and anxious
staff.
Hence, it is crucial to consider which type of change best
applies to an organizations current situation and to therefore
adapt so as to survive in a dynamic business environment
References

Kotter, J. and Schlesinger, L. 1979. Choosing strategies for

change. Harvard Business Review 57(2): 106-14

Lewin, K. 1947. Frontiers in group dynamics; channel of group

life; social planning and action research. Human Relations 1:
143-53
THE END
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