The South African higher education (HE) sector has recently successfully completed an unprecedented massive change programme in which public higher education institutions were either merged or incorporated. This was the most ambitious and comprehensive change programme the world has seen in recent times. Over the years, a number of organisational change models have been developed in an attempt to account for the complex process and implementation of organisational change. The aim of the paper is to critically review the adequacy of five behaviour-oriented organisational change models. First, three textbook models, viz. Lewin’s three phase change model, Action Research model, and Contemporary Adaptations to Action Research; second, Contingency models, and third, the Contextualist model are critically reviewed. The review is aimed at ascertaining their adequacy in explaining the Large Scale Organisational Change (LSOC) in the South African HE sector as legislated in the Higher Education Act of 1997. The review reveals that the textbook and Contingency models are inadequate in addressing the question of the LSOC as they are ahistorical, acontextual and aprocessual in character. An argument is presented that the Contextualist model is adequate in addressing the problem precisely because it takes into account the historical, contextual, and processual nature of change. A paradigm shift is suggested where there should be a significant departure from reliance on textbook models, to a Contextualist model, particulalrly in addressing planned, large scale transformational changes.
|Keywords:||Organisational Change, Transformation, Contextualist Model, Merger, Higher Education|
Registrar, Registrar’s Division, Central University of Technology, Bloemfontein, Free State, South Africa
There are currently no reviews of this product.Write a Review