Value of contingency approach to organisational change
The contingency approach to organisational change advocates that all decisions regarding change need to be taken contextually and it would not be deemed proper to have a “best way” fit all methods to address all issues connected to organizational change. (Jalnoah 2009). This is because there are many factors that impinge upon organisational change, including the magnitude of proposed changes and their impact on existing workforce being predominant one. Thus, in certain situations, it would be more judicious to effect structural changes within the organisation, rather than trying to change the work culture, or conduct of employees. Thus, what the contingency approach advocates is basically changes that govern the particular situation within the organisation which warrants changes, rather than have changes which may be without any ultimate purpose or design. Through the contingency approach, changes are need based and are tuned to fit perfectly into the organisational framework.
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It would not be untrue to state that the organisations today need to perform in a dynamic and result-oriented manner to succeed in highly volatile and competitive business markets. Moreover, the corporate scenario tomorrow is unpredictable and yet cannot be left to chance. Under such situations, it is best to resort to contingency approach which, while addressing core issues, could also ensure that only that degree of change is enforced which could eradicate problems and yet leave other crucial areas untouched. Management is well aware of the fact that the best approach cannot suit a plethora of business issues, and each issue needs to be tackled separately and individually. Change managers “also value having knowledge about a multiplicity of theories, concepts and models so that if one approach did not “work” they have others to try, or to use in combination.” (Andrews, Cameron & Harris 2008, p.311).
By far, the most important aspect about change, especially brought about by contingency approach, is whether the need for such changes is shared by workforce and other stakeholders. There have been instances when major changes have not seen the light of the day, merely because there has been no need for instituting such changes. The current management structure is just fine. However, it is important to be able to handle changes positively and execute them with least resistance, since resistance to change “on the part of employees can affect this process of change” and could be a major setback for such organisational changes. (DuPont 2009).
Andrews, J, Cameron, H, & Harris, M 2008, All change? Managers’ experience of organisational change in theory and practice: conclusion, Journal of Organisational Change Management, vol.21, no.3, pp.300-314, Emerald group Publishing Limited. Web.
DuPont 2009, Mexicana1’s Blog: Just another WordPress.com Weblog.
Jalnoah 2009, Week 11: outline and discuss the value of contingency approach to change? MY Blog: Just another WordPress.com Weblog.