Critically Examine the Arguments for and Against Deliberately Trying to Change Organizations
Assessed Essay OC4
“Critically examine the arguments for and against deliberately trying to change organizations”
Introduction
Before we begin to explore whether it is a worthwhile exercise to seek to change an organisation through a planned approach we must first begin with a definition of our terms. What might we mean by “deliberate”, “change” and an “organisation” To do so will help us explore under what circumstances planned change may be worthwhile or even possible.
Huczynski & Buchanan (1991) define organizations as “social arrangements for the controlled performance of collective goals”. This definition fits well those who would propose a deliberate change approach as it suggests an element of control of the organisation is possible. It also pictures the organisation as a separate entity whose goal is to control and that there is agreement by the members on what these goals should be. The fits with the roots of Organisational Development that the performance of the organisation can be enhanced by exerting control in some way over the structures, processes and individuals that make up the organisation.
Some would take issue however with the concept of the organisation as a seperate entity: Morgan (1986) “organizations are complex and paradoxical phenomena that can be understood in different ways” thus change of the organisation is a much more complex issue. In Morgans view, the idea that we can identify the elements that make up the organisation, in the same way that you might dismantle a machine, does not allow for the complexity that exists.
As our view of the organisation affects our perspective our definition of the type of change we are examining will also affect the scope of our investigation. Schein (1969) defines change as “the initiation of new patterns of action, belief and attitudes among substantial segments of the population”. Change is something that is started by someone (a change agent), but does not necessarily need to involve
“Critically examine the arguments for and against deliberately trying to change organizations”
Introduction
Before we begin to explore whether it is a worthwhile exercise to seek to change an organisation through a planned approach we must first begin with a definition of our terms. What might we mean by “deliberate”, “change” and an “organisation” To do so will help us explore under what circumstances planned change may be worthwhile or even possible.
Huczynski & Buchanan (1991) define organizations as “social arrangements for the controlled performance of collective goals”. This definition fits well those who would propose a deliberate change approach as it suggests an element of control of the organisation is possible. It also pictures the organisation as a separate entity whose goal is to control and that there is agreement by the members on what these goals should be. The fits with the roots of Organisational Development that the performance of the organisation can be enhanced by exerting control in some way over the structures, processes and individuals that make up the organisation.
Some would take issue however with the concept of the organisation as a seperate entity: Morgan (1986) “organizations are complex and paradoxical phenomena that can be understood in different ways” thus change of the organisation is a much more complex issue. In Morgans view, the idea that we can identify the elements that make up the organisation, in the same way that you might dismantle a machine, does not allow for the complexity that exists.
As our view of the organisation affects our perspective our definition of the type of change we are examining will also affect the scope of our investigation. Schein (1969) defines change as “the initiation of new patterns of action, belief and attitudes among substantial segments of the population”. Change is something that is started by someone (a change agent), but does not necessarily need to involve
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