Literature Review
Evolutionary Model
Purpose
The evolutional model is one of the most commonly changing theories and it is discussed by most scholars in helping one to understand the subject and how a change would impact organizations and institutions. This model is mostly formulated and disguised in two main topics biological model and the social evolutional model. There have been many individual models that have been oriented from the same parameters of this tradition one such as; reflective adaptive, self-organization, system theory, contingency, and resource dependence model.
The main purpose of this model is mainly to focus on the organizational inability of scheduling plans for change and also how it should respond to change. They, therefore, harbor a tendency of how well they challenge and manage change as soon as it occurs. Emphasize is done on slow processes, contrary to the distinct activities and events. Burnes, (1996) stated that; “some later model would criticize this form of the model as having been too proactive and anticipatory due to adaptation.”
Assumptions
According to Goodman, (1982) assumption which is underlying the evolutionary theories is that change is usually a response to almost all external circumstances such as; variables in institutions and also in the organizational environment. Hence, he claims that social systems are to be considered diversified and inter-reliant. This causes the multifarious system to usually advance unsurprisingly in due time, this is mainly because of the effects of external demands.
Contrary according to Carr Et al, (2005) he claimed that; “evolution is very much basically deterministic, to this, they further acclaims that people have minimal impact on the nature and direction in the whole change process.” According to Anderson, (2010) “change mostly occur as because of the demand by the environment survival change”.
External and internal transformation analysis
The key concept of this model is that in order for the manager to fully impact it, they must first exhibit inter-reliant between internal and external environment. This current reality is followed by new structures to assist the organization in adapting to environmental changes concept mechanism includes interactivity among the organization and the environment, homeostasis, evolution, and systems. These theories help the manager balance the internal and the external inter-relations to attain a balanced change in the organization and also in the environment that surrounds the organization. Now the trick here remains with the manager’s ability to coin the influence of adaptability which is required so as to be proactive, which would enhance anticipated changes within the environment and the organization uniformly.
This model is further classified into other types which umbrellas under the evolution model, these include; system theory, contingency, strategic choice, and chaos theory.
Chaos theory is used in the study of mathematics and physics discipline to analyze the behavioral study of systems that are initially used. The butterfly effect is the name that is referred to this kind of sensitivity. Diminutive differential within the initial conditions acquiesces wide outcomes deviate in chaotic systems, in general, submitting eventuality in the long run.
In organizations and corporations which are leading they view contingency theory as a behavioral way in which an organization is taken care of in its administration. As a substitute, the alternative action course is made reliant upon the external and internal circumstances.
System theory is also known as the interdisciplinary theory concerning itself with the nature of complex systems in science and society, it is also a frame from which one may obtain or investigate the particular group of objects which work alongside each other for the provision of the same results. According to Burke, (2008) “This can vary for one individual, an entire organization or community, also any electro-mechanical and also informational objects.
The strategic choice theory perspective was originally sophisticated in the sense of an organization’s corrective measure, this was in by the view of which their foundation is structured and designed, and was therefore determined using their operational contingencies. This analysis overshadows the way in which the leaders of an organization irrespective of either private or public, are able to authenticate influential practices in organizational forms so as to tailor own preferences (Kegan & Wagner, 2006). This would later land the strategic choice theory the active roles of groups leading, of those who had influential powers over the organizational structures by the means of political process. However, organizations are analyzed which stimulate heated debate on the main issues. The issues which are discussed are including agency role, organizational choice, nature and environment. This is meant to promote organizational inter-relations.
References
Anderson, D. (2010). Organization Development. Newbury Park: Sage Publications
Burke, W. (2008). Organization change: Theory and Practice. Newbury Park: Sage Publications
Burnes, B. (1996). Managing Change: A Strategic Approach to Organizational Dynamics. London: Pitman Publishing
Carr, D., Hard, K., & Trahant, W. (2005). Managing the Change Process: A Field Book for Change Agents, Consultants, Team Leaders, and Reengineering Managers. New York: McGraw-Hill.
Goodman, P. (2002). Change in organizations: New perspectives on theory research and practice. San Francisco: Jossey-Bass.
Kegan, R. & Wagner, T. (2006). Change leadership: A practical guide to transforming our schools. San Francisco: Jossey-Bass.