Based on the interaction between the Scale of Change and Management/Leadership style, Dunphy and Stace propounded a model of 5 different types of change.
The salient features of these five types of change given below:
Taylorism: This is the kind of change in which the difference usually avoided and small adjustments made. This kind of change results in lower organizational performance.
Developmental Transition: This kind of change is facilitating in nature as it focuses on employee development, use of TQM, improving communication and expansion of services, achieving continuous improvement in service quality and team-building measures.
Task-Focused Transition: This technique focuses on new technologies and new procedures, new products, and services and also based on constant reorganizations.
Charismatic Transitions: As a Charismatic or a popular leader, through effective communication and development of trust or faith, the change can be implemented smoothly with the willingness of the followers associated with it.
Turnarounds: This kind of change is a path-breaking in nature using authority or even coercion at times; sometimes, it may involve considerable agony or pain as well.
Limitations of the Model
This model criticized for being Normative with only limited empirical evidence.
This model has criticized due to its excess of dependency on the change drivers and the leadership style, which they adopt for implementation of organizational change instead of analyzing the organizational factors.