This document discusses six organizational change models: Evolutionary, Teleological, Social Cognition, Political, Cultural, and Life Cycle. For each model, it outlines the reasons for change according to the model, the outcomes of change, and the benefits of the model. The models view organizational change through different lenses such as environmental adaptation, planned change, sensemaking, power dynamics, cultural shifts, and progression through life stages. Overall, the models provide varied perspectives on why and how organizations change.

1. Reading Assignment
Q.1 Discuss in detail the following Organisational Change models with
respect to
(1) Reasons of change,
(2) Outcomes of the change, and
(3) Benefits.
1. Evolutionary Model
2. Teleological model
3. Social Cognition Model
4. Political Model
5. Cultural Model
6. Life Cycle Models
Answer:-
Evolutionary Model:
(1) Reasons of change,
 . The emphasis is on a slow process, rather than discrete events or activities
(Kieser, 1989). Change happens because the environment demands change
for survival
 , interactivity between the organization and its environment, openness,
homeostasis, and evolution
 The concept of systems reflects how organizations are perceived as having
interdependent and interrelated structures.
 Interactivity is similar to systems in terms of focusing on the connected
nature of activities within organizations
 Openness refers to the relationship between the environment and internal
transformation

2.  The concept of homeostasis refers to self-regulation and the ability to
maintain a steady state by constantly seeking equilibrium between the
system and environment
 Self-producing and self-organizing organisms form a key metaphor for change.
Morgan

(2) Outcomes of the change
 observation of the external environment, analysis of the organizational
system, and creation of structures and new organizing principles to
respond to the environment. Individual human agency tends to be de-
emphasized within chaos models.
 There is a strong structural emphasis in these models
 Change is mostly unplanned-instead it is an adaptive or selection based process.
(3) Benefits
 It was also novel to describe change as unplanned. Reconceptualizing organizations as
systems also
 advanced our thinking about change,
 identifying new reasons for and approaches to change.
 the strong empir-ical research tradition that is not characteristic of many of the other
theories.
 ability to explain organizational change

3. 2. Teleological model
This category has several different common names, including
planned change, scientific management, and rational models.
(1) Reasons of change
 It is assumed that organizations are purposeful and adaptive. Change
occurs because leaders, change agents, and others see the necessity of
change. The process for change is rational and linear
 Internal organizational features or decisions, rather than the external
environment, motivate change
(2)Outcomes of the change,
 new structures or organizing principles
 change process include planning, assessment, incentives and rewards,
stakeholder analysis and engagement, leadership, scanning, strategy,
restructuring, and reengineering
 Goal formation, implementation, evaluation, and modification based on expe-
rience are an ongoing process
 New additions to the repertoire of manage-ment tools include collaborative
culture definition, large group engagement processes, and individual in-depth
interventions
(3) Benefits
 strategies for analyzing and categorizing change processes
 , the key role of leadership and change agents in the change process was
identified and made apparent
 , the role of collaboration and staff development are key concepts that have
transformed our understanding of each organizational member’s contribution
to the change process.
 The emphasis on the role of people and individual attitudes to the change
process was brought to the forefront
 especially in research on resis-tance to change
 , helping organizations to survive and prosper in what otherwise would have
been difficult times

4. 3. Social Cognition Model
models emphasize cognition, from sensemaking to institutionalism to imaginization
Social-cognition models examine how change occurs), rather than just identifying variables
associated with change,
(1) Reasons of change,
 The reasons for change in organizations are tied to appropriateness and a
reaction to cognitive dissonance
 people simply reach a point of cognitive dissonance at which values and
actions clash or something seems outmoded, and they decide to change.
 Cybernetics is the term used to describe the com-plex approach to
change within social cognition
 change does not occur linearly or in stages—instead it is a multifaceted,
interconnected, overlapping series of processes, obstacles, and
individuals
(2) Outcomes of the change,
 a new frame of mind or worldview
 examine how leaders shape the change process through framing and
interpretation, and how individuals within the organi-zation interpret and make
sense of change
(3) Benefit
 : One of the major contributions of these theories is a more
phenomenological approach to the study of change
 vastly expanding the interpersonal and human aspects of change
 It provided needed nuanced data at a more micro level of the organization
 This provides man-agers with new tools for creating and leading change
4. Political Model
Political models examine how a dominant culture shapes (and reshapes). This culture is referred to
as the power culture
(1) Reasons of change
 People who create change can become involved in interest groups, flowing in
and out

5.  norm in an organization is always present with its polar opposite
(2) Outcomes of the change
 The model suggests that many people will choose to be inactive in the process
 The outcome of change is a modifies organizational ideology or identity
 This model has deterministic nature so the perspective exists
 whether or not organizations want them to come into conflict eventually
(3) Benefits
 The main benefit of these models is their departure from the focus on rationality
and linearity
 It emphasize that change is rational and progressive leading toward something
better
 The key role of leadership and change agents in the change process was identified
and made apparent
5. Cultural Model
(1) Reasons of change,
 Change occurs naturally as a response to alterations in the human environment;
cultures are always changing
 Change within an organization entails alteration of val-ues, beliefs, myths,
and rituals
 One of the reasons is history and traditions are important to understand, as they
represent the collection of change processes over time

(2) Outcomes of the change
 It gives new culture as outcomes
 It gives formation of consciousness groups within organization
 various aspects of the organizational culture are altered
 . It tends to emphasize the collective process of change and the key role of each
individual
 .it gives change include modifying the mission and vision

6. (3)Benefits
 The emphasis on context, complexity, and contra-diction is an important
contribution
 focus on values and beliefs within cultural models
 broadened their view to include the full range of human behavior
 reemphasized the tem-poral dimension of change
 Revealing the relationship between institutional culture and change is also a
major contribution
6. Life Cycle Models
Life-cycle or developmental models emphasize systematic individual change
(1) Reasons of change
 change is typically seen as part of a stage and is progressive and rational
 Organizations are born, then they grow, mature, go through stages of
revival, and eventually decline, Change does not occur because people
see the necessity of or even want change; it occurs because it is a natural
progression that cannot be stopped or altered
 Change occurs as individuals within the organization adapt to its life cycle.
(2) Outcomes of the change,
 new organisational identity-Identity is strongly emphasized in these models as
a reason that people resist change.
 Identification with the organization and personalization of work is also
referenced.
(3) Benefits
 that they focus on a previously missing aspect of change
 focus on people throughout the organization is an important shift from
focusing on leaders or the environment.
 impor-tance of training has proven central to many change efforts