3 categories of change

According to Henry Mintzberg, and Quy Nguyen Huy, change can be classified into three categories: dramatic change, systematic change, and organic change. Dramatic change is initiated by the top management. this change incitesrevolution systematic change originates at lateral level of the organization. Middle-level managers initiate such change. Organic Change begins at the grassroots level.

Dramatic Change

Top leader in the organization attempt dramatic change in times of crisis or extraordinary opportunity. some examples of dramatic change are: reducing costs, organizational restructuring, repositioning strategy, and changing the organizational mind-set. The leadership resorts to dramatic change with the expectation that this initiative would be welcomed by everyone. but there is usually some covert or overt resistance.

Systematic Change

As compared to dramatic change, Systematic change is more focused and carefully constructed. Systematic change is often characterized by orderliness. this type of change is attempted only after thorough planning and careful consideration. Quality improvements, work reprograming, benchmarking, and strategic planning are examples of systematic changes. staff groups and consultants from planning and organizational development functions attempt these changes.

Organic Change

While dramatic change is led by the formal leadership, and systematic change is stimulated by specialists, organic change is fragmented and anarchical in nature. this change often emerges as a challenge to authority. the results after the change can be dramatic, yet it runs the risk of chaos. Groups infusing such change may work at cross-purposes and engage in fighting over resources. in other cases, while serving their narrow interests, groups might acquire competencies that are incompatible and not beneficial to the organization as a whole. this type of change can also be brought about by an intelligent leader. he can do this by institutionalizing respect for this type of change.

Source: ICFAI Centre for Management Research

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