Lecture # 36

Technical change – Lawrence – technical aspects of change involves making measurable modifications to the physical routines of the job. Conversely social change refers to the modification of established relationship. For Lawrence technical change could be introduced without social change if the social relations were accustomed to change. Nonetheless, a change may be primarily technical , but can create social effects that may impact on the outcome of change. Social relationships are essentially based on “give and take” relationship – and he advocated participation as the one best method for introducing change

Leavitt expanded the technical-social framework & added third category – structural change. Technical change = computers, measurement, communication system. Social change = large set of goals establishes around people. Structural= empowered work force, collaborative work arrangements, matching personal fulfilments to organizational needs. The purpose of structural change is to enhance organisation performance through design and Redesign of organization structure It means redesigning areas of responsibility, and authority, decentralising profit centres, reorganizing work flow.

Beer – gave a single category of knowledge and attitudinal change category instead of technical and social change. Change type is considered key contingency in the choice of implementation. Strategy –style ( leadership attributes) matching theory in effective implementation Personality is the primary determinant and background of the manager e.g. some Strategy –style research has linked Locus of control to product innovation and differentiation strategy

In overall analysis – the issue is how to lower resistance and increase support for the change programme or plan. Key lesson for us is to identify or diagnose the type or nature of change programme. Implementation method is contingent upon type of change (Dunphy & Stace 1990). Lesson 1 = size & scale of change is contingent upon unilateral or shared techniques of change Smaller changes consultation and consensus methods lower resistance and raise support for the change.

Large scale change-like structural, job-redesign, policy & procedures – top down unilateral method is more effective than participative techniques. Rationale is for structural changes – participation is too distant for individual interests and support is unlikely to be generated / considered unnecessary for change to be implemented. Lesson 2 = technical-structural or behavioural- social is contingent upon unilateral or shared technique of change (matching the type with method). implementation of technical/structural change requires more directive and less participative method Work force dislike changes such as downsizing, reorganization etc.