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Organizational Change Models: Terms and Scales

Concrete Experience and Reflective Observation

Working as a section leader, I often face tasks presupposing short-term and long-term planning. I can state that it is a significant part of my work because of the necessity to provide workers with tasks that will help them increase their effectiveness and contribute to improving the organization’s functioning. For this reason, I have recently evaluated and analyzed the most important approaches to planning in terms of large-scale change and possible outcomes. I think that it is a critical component of my work because of the necessity to analyze results and implement specific responses to correct undesired outcomes or achieve better results. That is why I am sure that the effective implementation of change models becomes fundamental if to speak about this sphere.

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The fact is that the work of my section depends on the effectiveness of the planning process and short and long-term management. Additionally, regarding the context and constantly emerging new tasks, the change is one of the integral parts of the department’s functioning. That is why it becomes critical to guarantee that the most effective models are utilized. From my personal observations, I can assume that the improved understanding of short-term goals results in a better vision of long-term goals, which is critical for any organization and its sustainable growth.

Reflecting on these experiences, one should admit that fundamental role change models play in planning. The choice of the strategy and the desired outcome is preconditioned by the selection of a certain approach to the transformation, which, in its turn, arises from the context and employees’ correct understanding of the situation. That is why consideration of the needed mode becomes a sophisticated and responsible task that should be given significant attention because of many factors and reasons. Effective managers should be able to take into account all possible situations and current demands to decide about the most suitable change model that can be utilized at the moment to attain success and generate a competitive advantage.

From another perspective, the application of various change models can be complicated because different contexts or personal peculiarities and preferences of the staff might deteriorate results and demand new corrections of the course. For this reason, there is a need for the constant monitoring of outcomes when a particular change model is implemented. This collection of data will help to create the basis for a new change and ensure that there are no knowledge gaps related to managing the organization or alignment of cooperation between the most important departments. In such a way, it becomes apparent that the choice of the change model is a critical element of any change process.

Theories and Principles/Abstract Conceptualization

Speaking about various change models and long or short-term alterations of companies, it is important to remember that there are different goals and critical elements of these processes that should be considered to achieve the best possible results. For this reason, the application of the appropriate theory might help to attain the desired outcome and contribute to better problem resolution.

Theory 1

Speaking about the possible application of various change models and attainment of short and long-term planned goals, it is critical to mention the necessity to create the appropriate motivation and environment that should precondition change and result in the achievement of desired results. For this reason, Alderfer’s ERG theory can be considered applicable here. It presupposes that such elements as existence, relatedness, and growth may precondition the emergence of a certain desire to engage in change and generate needed benefits (Kotler, Kartajaya, & Setiawan, 2016).

Theory 2

Bridge’s idea of transitive change can also be used in the situation when long and short terms alterations should be planned and introduced. This perspective emphasizes the fact that any reconsideration of the company’s functioning is intrusive, and it will happen regardless of current needs or wants (Bridges & Bridges, 2017). For this reason, workers should be prepared for emerging problems to solve them effectively and achieve the desired result in short and long-term perspectives.

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Theory 3

Finally, the incentive theory emphasizes the fact that all individuals should be provided with particular stimuli for their development and evolution. The appearance of new perspectives for the growth will also be followed by desires to engage in many activities, which is critical for a would-be change and new organizational culture (McGrath & Bates, 2017). For this reason, a manager should realize the significance of various rewarding activities promoting better cooperation.


For any organization, it is extremely important to succeed during the transformation process as it is the only way to continue the evolution and acquire appropriate results. Application of the outlined theories can provide a leader and manager with tools to improve the functioning of a firm and create the basis for its success in struggling against the closest rivals.

Testing and Application/Active Experimentation

The ERG theory can be utilized while creating the framework for the planned change, regardless of whether it can be called short or long-term. The creation of appropriate groups with different purposes will help to attain success because of the redistribution of duties and improved delegating while engaging in meaningful cooperation, which is critical.

The second theory’s application can help to prove the need for change and long-term alterations by emphasizing its intrusive character and offering benefits instead of some problems that should be solved.

Finally, the third paradigm will help to delegate responsible duties to workers who have incentives appropriate for the planned change and who can contribute to the final success of the proposed transformation because of their interest in it.


Bridges, W., & Bridges, S. (2017). Managing transitions. Boston, MA: Da Capo Lifelong Books.

Kotler, P., Kartajaya, H., & Setiawan, I. (2016). Marketing 4.0: Moving from traditional to digital. New York, NY: Wiley.

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McGrath, J., & Bates, B. (2017). The little book of big management theories:… and how to use them (2nd ed.). Harlow, UK: FT Press.

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