Harmonizing Swanson, p.
Contingency Model of Change Management: It further discussed that organizations differ in terms of structure, processes and key values which they espouse, and it is due to these differences; the organizations may not be influenced by the similar situational variables.
Dexter Dunphy and Doug Stace, through their contingency model proposed that depending upon the environment, both the managers as well as the change agents should vary their change strategies. They focus on the environmental factors as well as the forces of leadership which play a crucial role in any change process.
According to them, change can be categorized into four different types: Both the authors reckoned that the change need not only happen on an incremental basis but can also take place on a radical or discontinuous basis.
They equally highlighted that the transformational change could be both consultative as well as coercive in nature. The collaborative leadership style attracts large scale participation from the employees of the Stace dunphy essay in the important decisions related to the future and equally related to the method for implementing organizational change.
The Consultative Style of Leaders consult the employees before implementing organizational change by involving them little in the process of goal setting related to their area of expertise. The Directive Style of Leadership involves least participation from the employees in the decision-making process related with the organizational future, instead this kind of leadership uses authority for implementing vital decisions related to the organizational change.
In continuation with this, both argued that: Incremental change can be more appropriate when an organization is already maintaining its best fit and require small changes in certain parameters. Hence the change need not be implemented rapidly or abruptly to ensure smooth organizational transition.
Transformational change can be necessary in situations when an organization is faced with a position of disequilibrium or is out of the fit, as a result of which a quick action is needed or transformational change is required for ensuring the survivability of the organization.
Collaborative mode of change can be more useful under situations when the target employees or the interest groups support and cooperate in the entire process of change and no oppositions are being met with in the ensuing process. Coercive modes of change can be useful if at all any change faces large-scale opposition from the target interest groups.
The salient features of these 5 types of change are given below: This is the kind of change in which the change is usually avoided, and small adjustments are made.
This kind of change results in lower organizational performance Developmental Transition: This kind of change is facilitating in nature as it focuses on employee development, use of TQM, improving communication and expansion of services, achieving continuous improvement in service quality and team building measures.
This technique focuses on new techniques and new procedures, new products and services and is also based on constant reorganizations. As a Charismatic or a popular leader, through effective communication and development of trust or faith, the change can be implemented smoothly with the willingness of the followers associated with it.
This kind of change is path breaking in nature using authority or even coercion at times, sometimes it may involve considerable agony or pain as well.
Limitations of the Model This model has been criticized of being Normative with only limited empirical evidence. This model has been criticized due to its excess of dependency on the change drivers and the leadership style which they adopt for implementation of organizational change instead of analysing the organizational factors.Dunphy stace contingency model essays and types of change are defined by dunphy and stace the four popular management contingency variables of.
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order now. There's a specialist from your university waiting to help you with that essay. (Stace & A ; Dunphy, ). "Stace And Dunphy Five Dilemmas Of Change" Essays and Research Papers Stace And Dunphy Five Dilemmas Of Change and often complex strategic change has led many managers and change agents to search for simple solutions and the one right way.
Stace Dunphy - Sample Essay Having discussed the five dilemmas, Dunphy and Stace () differentiate them in terms of `soft’ and `hard’ approaches to managing change: Soft approaches are characterised by: adaptive strategy, cultural change, continuous improvement and empowerment. while hard approaches are characterised by: rational.
Dunphy And Stace Change Model. and often complex strategic change has led many managers and change agents to search for simple solutions and the one right way. The appealing aspect of the promise held out for these types of change technologies is that they can absolve the manager from the onerous task of critically reviewing the full range of other competing approaches or devising a custom.
Dexter Dunphy and Doug State () based on a research of 20 Australian organizations had proposed a contingency model of change implementation, in the model they claimed that managers and change agents should differentiate their change strategies based on the different external environments.