Evolutionary vs Revolutionary Change in Hrm
MB602
Human Resource Management & Change Management
Facilitator: Dr. Marian Crowley-Henry
Submission Date: 17th November 2011
Assignment 2:
Word-count: 1452
Student Name & ID: Martin Wickham 66134951
Self-check on Turnitin used: Yes
Declaration
I declare that this assignment which I submit in partial fulfilment of the assessment requirements on MB602 is my own work, attributes relevant quotes and/or ideas to the respective authors/owners of such quotes/ideas, adheres to the Harvard style of referencing, and has not been submitted as an assignment elsewhere.
Signed
Date: 17th November 2011
Essay Choice
The most effective way to change an organization is to use evolutionary change. OR. The most effective way to change an organization is to use revolutionary change.
Arguments in favour of evolutionary change
Change is a fact of life. It happens whether we like it or not. It can be argued that our ability to influence it or respond appropriately determines whether we feel in control and perceive ourselves as being successful in life either at a personal or organisational level. (Van De Ven and Poole, 1995) proposed four basic theories to explain change from an organisational perspective: lifecycles, teleological, dialectic and evolution. They also suggest that these “change motors” and their interplay can be used to analyse most theories of change (even complex ones). 1. Lifecycle theory is based on the phenomenon of organic growth, which describes a cycle from beginning to end or birth to death. There are usually a number of defined stages and milestones marking those stages along the way. 2. Teleology defines the change that occurs within an organisation as being goal or outcome driven. It assumes that the organisation is adaptive and purposeful and constructs the anticipated end state. 3. Dialectic theory assumes that the organisation exists in a pluralistic ever-changing world of colliding forces with different values
Human Resource Management & Change Management
Facilitator: Dr. Marian Crowley-Henry
Submission Date: 17th November 2011
Assignment 2:
Word-count: 1452
Student Name & ID: Martin Wickham 66134951
Self-check on Turnitin used: Yes
Declaration
I declare that this assignment which I submit in partial fulfilment of the assessment requirements on MB602 is my own work, attributes relevant quotes and/or ideas to the respective authors/owners of such quotes/ideas, adheres to the Harvard style of referencing, and has not been submitted as an assignment elsewhere.
Signed
Date: 17th November 2011
Essay Choice
The most effective way to change an organization is to use evolutionary change. OR. The most effective way to change an organization is to use revolutionary change.
Arguments in favour of evolutionary change
Change is a fact of life. It happens whether we like it or not. It can be argued that our ability to influence it or respond appropriately determines whether we feel in control and perceive ourselves as being successful in life either at a personal or organisational level. (Van De Ven and Poole, 1995) proposed four basic theories to explain change from an organisational perspective: lifecycles, teleological, dialectic and evolution. They also suggest that these “change motors” and their interplay can be used to analyse most theories of change (even complex ones). 1. Lifecycle theory is based on the phenomenon of organic growth, which describes a cycle from beginning to end or birth to death. There are usually a number of defined stages and milestones marking those stages along the way. 2. Teleology defines the change that occurs within an organisation as being goal or outcome driven. It assumes that the organisation is adaptive and purposeful and constructs the anticipated end state. 3. Dialectic theory assumes that the organisation exists in a pluralistic ever-changing world of colliding forces with different values
Bibliography: DARWIN, C. 1936. The origin of species by means of natural selection : or, The preservation of favored races in the struggle for life and The descent of man and selection in relation to sex, New York, The Modern library. HUY, Q. N. & MINTZBERG, H. 2003. The rhythm of change. MIT Sloan Management Review, 44, 79-84. MEYER, A. D., BROOKS, G. R. & GOES, J. B. 1990. ENVIRONMENTAL JOLTS AND INDUSTRY REVOLUTIONS: ORGANIZATIONAL RESPONSES TO DISCONTINUOUS CHANGE. Strategic Management Journal, 11, 93-110. MILLER, D. 1982. EVOLUTION AND REVOLUTION: A QUANTUM VIEW OF STRUCTURAL CHANGE IN ORGANIZATIONS. Journal of Management Studies, 19, 131-151. MILLER, D. & FRIESEN, P. H. 1980. Momentum and Revolution in Organizational Adaptation. Academy of Management Journal, 23, 591-614. TUSHMAN, M. L. & ROMANELLI, E. 1985. Organizational evolution: A metamorphosis model of convergence and reorientation. Research in organizational behavior. VAN DE VEN, A. H. & POOLE, M. S. 1995. EXPLAINING DEVELOPMENT AND CHANGE IN ORGANIZATIONS. Academy of Management Review, 20, 510-540. WATZLAWICK, P., WEAKLAND, J. H. & FISCH, R. 1974. Change: Principles of problem formation and problem resolution, WW Norton.