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refine policies, methods and procedures. Furthermore, the fine-tuning should foster both
individual and group commitment to the excellence of departments and the organisations
mission, clarify established roles, and promote confidence in accepted beliefs, norms, and myths
(Dunphy and Stace, 2013). According to Senior (2012) incremental adjustment involves distinct
modifications to management processes and organisational strategies, but does not include
radical change.
When characterised by how change comes about, there are several different approaches, as
identified in Table 3. However, the literature is dominated by planned and emergent change
(Bamford and Forrester, 2014). Even though there is not one widely accepted, clear and practical
approach to organizational change management that explains what changes organisations need to
make and how to implement them (Burnes, 2012) the planned approach to organisational
change attempts to explain the process that bring about change (Burnes, 1996; Eldrod II and
Tippett, 2012). Furthermore, the planned approach emphasises the importance of understanding
the different states which an organisation will have to go through in order to move from an
unsatisfactory state to an identified desired state (Eldrod II and Tippett, 2012).
Technological changes are often introduced as components of larger strategic changes, although
they sometimes take place on their own. An important aspect of changing technology is
determining who in the organization will be threatened by the change. To be successful, a
technology change must be incorporated into the company's overall systems, and a management
structure must be created to support it. Structural changes can also occur due to strategic
changesas in the case where a company decides to acquire another business and must integrate
itas well as due to operational changes or changes in managerial style. For example, a
company that wished to implement more participative decision making might need to change its
hierarchical structure. People changes can become necessary due to other changes, or sometimes
companies simply seek to change workers' attitudes and behaviors in order to increase their
effectiveness or to stimulate individual or team creative-ness. Almost always people changes are
the most difficult and important part of the overall change process. The science of organization
development was created to deal with changing people on the job through techniques such as
education and training, team building, and career planning.
Influence Factor
Hughes (2006) argues that, different factors can influence organisational changes, from the effect
of internal control, to external rolls in consumer behaviour, or changing the business settings.
The most common reasons are: Legislation, incorporation or attainment, competitive market,
world economy, Structural change, technological advancement and Strategic re-organisation.
Moreover, Haikonen et al (2004) argue that different important internal and external factors
which influence change as policy, structure, control system, organisational culture, and power
distribution. Moreover, Saka (2014) state that the external factors as national or international
rules and regulations influence the organisation to accept new strategies to survive in changed
situation. Furthermore, many other factors related to market competition, economic growth, and
living standard also oblige organisation to commence change programmes for update and
manage the external forces (Beugelsdijk, et al, 2012; Breu & Benwell, 1999; Carr & Hancock,
2006).
Consequently, the technological advancement creates internal and external demands to generate
the capabilities of organisations and assess their strategies regularly (Harris & Wegg-Prosser,
2007; Ragsdell, 2000; Shaft, et al, 2008). Moreover, Eisenbach et al (2016) also recognized
different factors that compel change such as innovation, new technology, workforce, productivity
and working quality. Similarly, McAdam (2014) and Mukherji and Mukherji (2015) emphasize
that availability of skilled employees, changing customer behavior, free flow of information and
cultural change make very impact on organisation for modification on their activities and compel
it to readjust or large scale change for transforming from deadlock to effectiveness. Finally,
internal change factors like leadership, organisational culture, employee relationship, workload,
reward system, internal politics, and communication system compel the organisation to take up
change strategy (Bhatnagar, et al, 2010; Potter, 2001; Van Marrewijk, et al, 2010).