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History change
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2. They signalled the criticality of certain variables for worker satisfaction: autonomy on the job (workers being able to set their own work pace), the relative lack of a need for close supervision of people who know their jobs, the importance of receiving feedback on the direct relationship between performance and reward, and having choices and some influence over change.
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4. managers should create a climate of risk-taking and empower employees through participative management of the change process;
![On this 20th century, business operators are tremendously expanding their activities from local to international to gain more market share. With this globalization era, the organization has to face the regulatory pressures as each country has different kinds of regulation, the high of customer demands and intense competitiveness from other rivalry that force the organization to change so they can fit with the external environment that may impact the organizations. Organizational change can be defined as quot;
the movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness.quot;
During organizational change, managers must balance the need to improve current operations with the need to respond to new and unpredictable events. Change is not new to the organization; it happened from time to time whether it is unplanned or planned. What is comparatively new, however, is the study of organization change. The study here means are the models, approaches, theories or tools of change can facilitate and enhance effective change and what leads to fail at the organization change. These different kinds of models are keeps developing to new models or approaches because of the new initiatives, projects based working, technology improvements and staying ahead among other rivalry. Thus, it can help to smoothen out the process of change management. <br />The history of organizational change models is started in the old times where once the organizations had been set up, changes will exists. The organizations that adapt to change regardless it success or not, they apply many kinds of models to ensure that the change is effectively and to overcome the resist of change. With these models also, the managers will be more understand what happened inside the organization and directly can formulate strategies to be leader in business environments. In understanding the need for change and the guiding philosophy of change can be developed from the way managements thought evolved over a period of time. In different era we see different management philosophy and thoughts that can guide the business to operate efficiently. The following diagram is the evolution of management that representation approaches that can be as bases for the organization to implement strategy. It tells us what has turned the wheel of change and what has been the guiding force for the process of change from time to time. <br />An appropriate starting point is the first decade of the 20th century and the work of Frederick Winslow Taylor, the father of scientific management. The principle of scientific management was being published in 1911 by Taylor where he come put with this theory based on as in 1911 the industrial revolution in full swing, and during this time the larger type of organization experiencing considerable growth was manufacturing, which he described that by applying scientific method, the management in the organization able to run effectively as this method helping the tasks being fully optimized and make easy for workers to perform because their being trained to new jobs by simplified the duties in the one “best” way. For example, before scientific management is being introduced, only the skilled workers perform on the high skilled job because they expert on it, however, with the scientific management, it converted the high skilled job into a series of simplified tasks that could be performed by unskilled workers who easily could be trained for the tasks. There are four Taylor's Principles of Scientific Management that can be improved the productivity of the organization which are:<br />Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. <br />Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.<br />Cooperate with the workers to ensure that the scientifically developed methods are being followed.<br />Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks<br />With these principles, some scholars said Taylor was probably as an organization change agent, because with his theory of scientific management would be able the organization success to change because with the these four principles it is easy for the organization adapt to changes as it involved the workers and managers to cooperate together by treating each workers as humanely by giving them training, planning and set up rule of thumbs. <br />During this period also, the evolving of new theories that involved of change management is Hawthorne studies. It turned out because of the Taylor’s method is emphasized on economics and engineering whereas in this era the companies also routinely studied the effects of the physical environment on their workers. For example, they made different kind of lighting brightness to find the optimum level of light for maximum productivity. They played music in the workplace, varied the temperature, tried different compensation schemes, adjusted the number of working hours in a day and more. Beginning in 1924 and continuing into 1933, the Western Electric Company sponsored a series of experiments for studying worker productivity and morale at its Hawthorne Works, in Chicago. The researchers, from the Harvard Business School, were led by Fritz Roethlisberger, T. N. Whitehead, Elton Mayo, and George Homans and by W. J. Dickson of Western Electric. The four categories of Hawthorne’s experiments are the illumination experiments, the relay assembly group experiments, the interviewing program and the bank-wiring group studies. These experiments are to determine the effect of working conditions on productivity and morale. Throughout these experiments it was clear that the responses of workers to what was happening about them were dependent on the significance these events had for them. As a result of the research, it proved the importance of employee attitudes and sentiments. From the result also, the researchers conclusively stated that the Hawthorne studies are significant as a precursor to our understanding of organization change for the following reasons:<br />,[object Object]](https://image.slidesharecdn.com/historychange-110224103424-phpapp02/85/history-change-1-320.jpg)
