Young's Stages Of Change

930 Words 4 Pages
Young’s study explores a wide range of change literature from which derives common points and attempts to present them through a meta-analysis. Specifically, the commonalities that emerged are the following. Firstly, the pre-change paradigm indicates to organisations the warning signs that a change is necessary and by taking those into consideration a crisis could be avoided. Secondly, the stimulus is pivotal as it displays the need for change and stresses the significance of considering the stimulus by taking into account different perspectives. Furthermore, the validation of the need for change is achieved only when the transformational leader sets the needs to the new environment and the subordinates accept and support them. Additionally, …show more content…
This omission is observed in other related studies as well. Likewise, Hackman (2002, citied in Hayes 2014, p.179) identifies that there is a focus on the significance of leadership, without any reference to the types of leadership that would be suitable in other stages of the change procedures.
Even though the author is based on a wide range of the literature, the lack of primary research may be characterised as evident. The primary research includes data which are authentic, relative to the research topic and thus they have high accuracy (Tripathy and Tripathy, 2015, p.65). However, the lack of the above elements indicates that the conclusions have lack of functional evidence. Subsequently, it is vague how this meta-model can be implemented in practice as the theoretical analysis is not supported by an
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On a theoretical level, OD and strategic management should be applied simultaneously and not separately so as to implement strategic change successfully.
Due to the merger of UVW organisation the ViZieR project initiated, aiming for the creation of a new organisational unit which could manage 90 percent of the applications in six weeks. UVW was willing to combine the initial top-down change approach with OD approaches, leading to the project strand and the change strand. The former involved organisation design, processes, work standards and ICT systems. The latter had to provide the necessary information in order to develop new work procedures and to generate a base useful to the success of the project strand. The two strands would operate in parallel and at some point they would

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