There are many approaches for altering the organization and its functioning. Managers can change their organizations in different ways such as altering its structure, changing its people, modifying its technology or by adopting a combination of two or more of these approaches ( Solomon, Bozga, & Mateescu, 2013). However, in doing so, Burke (2007) proposes that the change should be planned. According to Burke, four types of planned organizational change can be adopted by managers to bring about successful planned change. These include: Human process interventions, techno-structural interventions, human resource management interventions, and strategic change interventions.
Human process interventions are defined by Heine, Beaujean, & Schmitt (2016) as the process aimed at improving interpersonal, intergroup and intergroup relations. It is hinged on the social psychology disciplines. According to Heine, Beaujean, & Schmitt, it includes following steps such as process consultation, third-party interventions, organization confrontation meetings, team building, and large group interventions among others. An example is engaging the staff in guided or unguided group discussions to find a solution to an emerging organizational problem.
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According to Raza, Khan, & Mujtaba (2017), techno-structural organizational changes are majorly aimed at altering the production system by addressing issues related to the structural design, group activities, downsizing and reengineering with an aim of achieving efficiency, cost-effective organization and appropriate structure. An example is regular maintenance of organization’s machines to ensure efficiency during manufacturing and processing of goods.
Human resources management interventions focuses on human resource practices such as career planning, reward systems, recruitment and retention, job assignment and goal setting related to human resource ( Bratton, & Gold, 2012). This strategy can be applied through motivation of employees to increase intrinsic desire for collective organizational achievement.
Strategic management strategies are used to address the relationship between the organization, its management and its environment, both physical and cultural ( Raza, Khan, & Mujtaba, 2017). One way of achieving strategic interventions entails adopting culturally relevant practices and producing goods and services that are acceptable by the state policies and regulations.
In a nutshell, all these interventions are geared towards achieving a common goal of organizational success. They should therefore be applied in combination so as to achieve the desired change in the organization.
References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice . Palgrave Macmillan.
Burke, W. W. (2017). Organization change: Theory and practice . Sage Publications.
Heine, I., Beaujean, P., & Schmitt, R. (2016). Improving Production Ramp-Up Through Human Resource Methods. The Quality Management Journal , 23 (1), 7.
Raza, M. A., Khan, M. M., & Mujtaba, B. G. (2017). The Impact of Organizational Change on Employee Turnover Intention: Does Stress Play a Mediating Role?. Public Organization Review , 1-15.
Solomon, M. V., Bozga, R. E., & Mateescu, M. A. (2013). Management of human resource: Past and present. Managerial Challenges of the Contemporary Society. Proceedings , 6 , 185.
