Types and Forms of Organizational Change

Answer the following questions

  1. How do evolutionary change and revolutionary change differ?
  2. What is a business process, and why is reengineering a popular instrument of change today?
  3. Why is restructuring sometimes necessary for reengineering to take place?
  4. What are the main steps in action research?
  5. What is organizational development, and what is its goal?
  • How do evolutionary change and revolutionary change differ?

An organization engaging in evolutionary change entails gradual increment in the adjustments being made. Contrary revolutionary change entails prompt restructuring, renovation, and reconstruction of the organization. Suggestively, evolutionary change takes a long period, while the revolutionary change is conducted in the shortest time possible. Evolutionary change happens step by step to conform to external pressures such as keeping up with technology or increasing efficiency to meet the shareholders’ needs. Additionally, it might be spurred by competition, making it necessary for the organization to take up processes and policies that guarantee competitiveness and sustainability. For the revolutionary change, it is often dramatic and might be irreversible. It is imperative in reshaping and focusing on strategic goals. Consequently, it is associated with high levels of resistance to change and radical transformations to enhance performance (Sundarasaradula, Hasan, Walker, & Tobias, 2005).

  • What is a business process, and why is re-engineering a popular instrument of change today?

The business process involves a structured approach that is designed with measures for the strategic activities being implemented to produce certain outputs. Also, it entails focusing on a particular consumer or a target market and emphasizes on how things should be done within the firm. The dynamic modern business environment makes it necessary to re-engineer the business process. Re-engineering offers an opportunity to rethink and redesign the process to ensure that the organization makes drastic adjustments that facilitate success. Re-engineering allows the application of new measures of performance based on factors presented by the industry or market, such as costs, quality, and efficiency (Chamberlin, 2010).

  • Why is restructuring sometimes necessary for re-engineering to take place?

In the business process reengineering, restructuring of an organization is to facilitate improvements in performance. The restructuring is achieved through evidence-based approaches such as models and tools to meet the requirements of the change process. Redesigning and use of new tools is critical for an organization to focus on the objectives that need to be met. For instance, restructuring in the modern business environment facilitates the use of sophisticated information systems that can integrate processes and increase efficiency within an organization (Zigiaris, 2000).

  • What are the main steps in action research?

Action research is achieved by following the steps below (Brydon-Miller, Greenwood, & Maguire, 2003):

  1. Problem identification. It entails identifying the need to conduct the study.
  2. Plan of action. In this step, the decision for the development and implementation of a new strategy is addressed.
  3. Data collection. The data required is gathered through various perspectives that can satisfy the requirements of the research.
  4. Analysis of data. The data is analyzed to develop new insights and learn from it to ensure that the most appropriate solution is implemented.
  5. Plan for future action. The strategic approach leads to solutions on how things can be done in the future, as well as how others can use the findings.
  6. What is organizational development, and what is its goal?

Organizational development is the strategic and systematic approach to implementing change within an organization. It facilitates change in beliefs, attitudes, and values among various stakeholders in a company. The planned coordination of organizational activities ensures that all people within an organization are focused on achieving shared goals and objectives. It is achieved through division of labor and enhanced flow of information and orders through the hierarchy of authority and responsibilities. The changes experienced lead to the growth of the firm through evolution or improvements that enhance certain aspects of the organization. In this light, the goal of organizational development is to enable a company to respond appropriately and adapt to the changes experienced in the industry or market (Basadur, Basadur, & Licina, 2012)


Basadur, M., Basadur, T., & Licina, G. (2012). Organizational development. In Handbook of Organizational Creativity (pp. 667–703).

Brydon-Miller, M., Greenwood, D., & Maguire, P. (2003). Why action research? Action Research, 11(11), 9–28.

Chamberlin, J. (2010). Business Process Reengineering. Management Services, 54(1), 13–20.

Sundarasaradula, D., Hasan, H., Walker, D. S., & Tobias, A. M. (2005). Self-organization, evolutionary and revolutionary change in organizations. Strategic Change, 14(7), 367–380.

Zigiaris, S. (2000). Business Process Re-Engineering. InnoRegio, 0–24.

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