Planned Organizational Change

First approach of change in organisation was developed as it is called planned organisational change. Esain, Williams and Massey (2008) stated that planned change views change as it is moving from one fixed state to another state following pre-planned steps from high level managers. Moreover, planned change is a change as result from top-down level inside an organisation (Cunha and Cunha, 2003). Under planned change, there is a popular model of change which was developed by Kurt Lewin to give a clear picture on the movement of change in an organisation; a change model of unfreeze-change-refreeze (Bartunek and Woodman, 2015). Lewin described that unfreezing starts from dissatisfaction, then there is a need for change in order for organisation’s …show more content…
Church, Haime and Johnson (2012) described that organisational development is a planned process that deals with the development of strategy, organisation and work design, teamwork and leadership with the purpose to increase both individual and organisational effectiveness. While organisations have to encounter with many challenges including unstable environment, change in work requirements, job satisfaction and employees’ skills, organisation development is beneficial for them. Organisational development helps overcoming those challenges and providing means that can improve organisations in order for them to survive and achieve organisational goals more effectively since it focus on improving employees’ capabilities to increase productivity and quality at work (Weshah, 2011). Conversely, as the organisational development was developed by American and Western European consultants, this approach might contradict with other areas’ organisational contexts in implementing such a development (Parumasur, 2012). Not to mention that organisational development tries to confront with whole system of organisation, this might create conflicts with whoever in charge of having power in organisation since their power could be reduced from the development that operates throughout the organisation. In addition, Ralph (2005, p. 145) criticised that …show more content…
Emergent change views change as occur from bottom-up organisational level and problem driven process since this change approach focuses on change that emerges from the local conditions and highly involves with employees’ participations (Dickens, 2013; Esain, Williams and Massey, 2008; Cunha and Cunha, 2003). Because of a high in employees’ engagement, an emergent organisational change combines with various capabilities and expertise of each individual, not only the change process is relevant to employees in an organisation, those varieties of skills can also produce better outcomes for an organisation as well (Voet, Groeneveld and Kuipers, 2014). In contrast, Tarandach and Bartunek (2009) criticised that a nature of emergent organisational change; in which it deals with providing strategies when change arises, can make an organisation creates a strategy only when change happens. Therefore, emergent change can cause a mislead strategy in an organisation as it might be a lack in proper organisational structure and create inability in conducting a concrete strategic plan for an organisation in a long run. In implementing emergent change in real organisation, Page et al. (2008) gave an example of Practice Development Unit (PDU) in NHS since it used emergent change as lens to analyse change for an organisation. Viewing through emergent change, PDU was able to take closer look at the effect from local environment of employees in organisation,