Professional Documents
Culture Documents
Types of Change
Types of Change
OF ORGANIZATIONAL
CHANGE
Presenter:
Acheng Doris Odit
What is change?
No time limit
2008-2012
2000-2007 Public Service
Reform
Public Service Programme
Early 1990s Reform Phase TWO
Programme
Phase ONE
Civil Service Reform Enhancement of
Independence Programme Performance and
Institutional and Institution of Accountability
Cost Containment
HR Capacity Focus, redefinition Performance
Building to serve of government roles Management
the needs of and restructuring of Systems
Post -
Independence Tanganyika government
Primarily Serving
colonial Limitations existed
Population still in service
delivery
#2: Transitional Change
Restructuring and Reorganizing
Focus: Implementation of Known New State and
Management of interim transition state over a
controlled period of time.
Seeks to achieve a known desired state that is
different from the existing one.
It is episodic, planned and second order, or radical.
It has its foundations in the work of Lewin (1951) who
conceptualized change as a three-stage process
involving: unfreezing the existing organizational
equilibrium moving to a new position refreezing in
a new equilibrium position.
Transitional Change Sims (2006)
OLD NEW
STATE TRANSITION STATE
Appropriate when:
Improvement needed is small (lends itself to being broken
down into small chunks)
A long timeline is available, and feasible
Not everyone/everything has to change at one time
Organisation has the capacity to improve
Implementation of OPRAS in
Tanzania: PSRP Phase I
Old InEffective Appraisal Systems
Confidential Performance Appraisal System (CPAS)
Transition
Letting go of CPAS
Taking on OPRAS (specific timeframe)
growth
birth
Large change
Everyone needs to change at the same time
Time period not easily controlled
Vision difficult as change often emerges throughout the process
(Sims, 2006)
Characteristics of Transformational
Change
Triggered by Environmental and Internal Disruptions
Aimed at Competitive Advantage
Systemic and Revolutionary Change
Demands a New Organizing Paradigm
Driven by Senior Executives and Line Management
Involves Significant Learning
Transformational Change in Re-emergence
Tanzanias Banking Sector
Plateau
Banking Sector
Monopoly- The only
Banker in the Economy Chaos
(Poor Performance)
Undue government
interference
Ineffective banking Privatization
legislation
New legislation
Growth
Rapid Extension of Banking
(1991)
facilities
Efficient Savings Distribution
Modest Profit for Government
Insolvent and
inefficient State-
Birth:1967 owned Banks
Arusha Declaration:
Nationalisation of all Private Banks
into the Cooperative Rural
Development Bank and the National
Bank of Commerce (Government
Owned)
Conclusion