Teleological Process Theory (Planned Change)

Teleological Process Theory (Planned Change)

“A teleology or planned change model views development as a repetitive sequence of goal formulation, implementation, evaluation, and modification of an envisioned end state based on what was learned or intended by the people involved. This sequence emerges through purposeful social construction among individuals within the organizational entity undergoing change. Teleological processes of planned change break down because participants do not recognize the need for change, they make erroneous decisions, or they do not reach agreement on goals or actions” (Burke, Lake, & Paine, 2009; Nutt & Wilson, 2010).

Life Cycle Process Theory (Regulated Change) “a life cycle model posits that the process of change

One method to use that does not cost money is verbal reinforcement. Verbal reinforcement of behaviors that fit into the organizational change will increase employee repetition of those new ‘change’ behaviors. Over time, old behaviors will hopefully become ‘extinguished’ as they are replaced with new behaviors. It really depends on the extent of the organizational change taking place as to what type and how intense reinforcement needs to be. The essential point is that reinforcement of some sort is a necessity for change to take place in the individual. An organization can change its structure and policy by simply writing new rules and procedures, but the workers are not going to change quite as easily. That is where the link between learning theories and organizational change really is and where reinforcement comes in as a vital part of organizational change. Whether it is negative or positive, some reinforcement is going to have to be put into place for employees to successfully adapt to changes in the organization (Robbins,

Generally, leaders must possess a clear understanding of the strategic goals for their various organizations, identify the actions to attain the laid down goals. Strategic leadership needs to be transformational in nature if it is aimed to serve the organization. In many instances, the type of leadership required to change an organization is transformational, because organisational change needs much energy and commitment to attain the goals. (Bass and Avolio, 1994).

According to Hatch (1993), theories of transformational leadership buttresses that change is accomplished through the leader 's implementation of a unique vision of the organization through powerful personal characteristics designed to change internal organizational cultural norms

Schein (1986) said that leadership and organizational culture are widely believed to be linked in the process of change. The author further said that a corporate leader who encourages continuous learning and favours change helps to define an organizational culture that is flexible. Rather than being afraid of condemnation for making suggestions, an atmosphere where the staff will could air their view should be created as this has the potential to lead to productivity.

Leaders that are strategic in nature possess that skill and knowledge to identify the change need in the