Development of Social Transformation Theories, Job Design for Increased Productivity, Strategic Planning and Thinking, Conflict Transformation

This article discusses the development of social transformation theories, including the five social transformation theories. It also covers how job design helps in increasing productivity, the strategies required for strategic decision making, and conflict transformation. The article provides an overview of each topic and explains the key concepts.

We find various types of change perspectives. They have been developed in various time
periods. Why do you think the development needs emerged? Describe in detail.
The following are the five social transformation theories: 1. Theoretical Evolutionary Theory 2.
Theoretical Cyclical Theory 3. Economic (Mandan) Social Change Theory 4. Theory of Conflict
5. Theoretical Technology
Throughout history, a multitude of explanations have been given to explain why societal change
occurs. In nineteenth-century sociology, the task of explaining social change was essential.Many
previous, ostensibly scientific conceptions of society were actually theories of transformation.
They attempted to explain the present by referring to the past. Auguste Comte, the French
sociologist who created the term "sociology," described society as progressing from a "logical"
stage to a "metaphysical" stage to a "positivistic" stage.
To define and explain social change, a variety of ideas have been proposed. Theories of social
evolution (Saint-Simon, Comte, Spencer, Durkheim, etc.) and theories of social revolution
(Saint-Simon, Comte, Spencer, Durkheim, etc.) are two types of nineteenth-century theories
(Marx).
Different ideas of development and, as a result, different approaches to the subject exist. All
methods, however, are concerned with the development-governance link. Governance is
perceived and moulded by the purpose of development; development is frequently considered as
vitally determined by governance arrangements.Most development theory links development
with national economic growth, with the state as the principal agent; as a result, one of its central
goals is to comprehend and explain the role of the state in development, as well as the nature of
government-market relations.There is a close linkage between development theory and practice
because these explanations link development outcomes to the extent and form of the state's
engagement in development.
Job design is essential for increasing productivity in organizations. How does job design
help in increasing productivity? Describe how a job is designed.
Job design is the act of assembling numerous pieces to form a job while taking into account
organizational and individual worker needs, as well as health, safety, and ergonomic issues. The

way a group of tasks or a complete role is arranged is referred to as job design.The job is
designed by :
● what tasks have been completed
● when and how tasks are completed
● how many tasks have been completed
● What is the order in which the tasks are completed?
● elements that influence the work
● the material and duties are organized
● In order to align and prioritize the job's tasks, good design involves the relationship with
organizational goals and values, which should be well understood. The design should
include:
● Allow employees to contribute. Employees should be able to change their activities based
on their personal needs, work habits, and the situations at work.
● Give your employees a sense of pride in their work.
● Include training requirements so that staff understand what tasks they must complete and
how to complete them correctly.
● Establish reasonable work/rest schedules.
● Provide staff with feedback on their expected performance.
Job design help in increasing productivity:
Employee Input: A well-designed work allows for good job feedback. Employees can change
tasks based on their personal and social requirements, habits, and working circumstances.
Work / Rest Schedules:Job design provides a good work and relaxation schedule by precisely
specifying the number of hours an individual must spend at his or her job.
Employee Training: Employee training is an important aspect of the job design process. In
contrast to the "leave them alone" concept, job design places a premium on training employees
so that they are fully aware of what their job entails and how it should be carried out.

Modifications: A smart work design provides for adjustments for physically demanding jobs by
reducing the amount of energy expended on the job and aligning the manpower requirements.
Job design is a never-ending, ever-evolving process intended at assisting people in adapting to
changes in the workplace.
What do you mean by strategic planning and strategic thinking? Describe briefly.
Discuss strategies required for strategic decision making.
Strategic planning is the process of developing specific business plans, putting them into action,
and analyzing the results in terms of a company's overarching long-term goals or wants. It's a
notion that focuses on a company's strategic goals being met through integrating several
departments (such as accounting and finance, marketing, and human resources).Strategic
planning first gained popularity in the 1950s and 1960s, and it remained popular in the business
world until the 1980s, when it began to lose favor. However, in the 1990s, interest in strategic
business planning was reignited, and strategic planning is still significant in today's industry.The
strategic planning process necessitates a lot of thought and planning from a company's executive
management. Executives may explore a variety of possibilities before deciding on a course of
action and selecting how to strategically implement it.
Strategic thinking is described as the process of continuously generating and using business
insights in order to gain a competitive edge. Strategic planning is not the same as strategic
thinking. The process of channeling corporate insights into an action plan to achieve goals and
objectives is known as strategic planning.Strategic thinking differs from strategic planning in
that the former occurs on a regular basis as part of our daily actions, whereas the latter occurs
only once in a while (quarterly, semi-annually or annually). We can understand strategic thinking
as using a fresh lens to observe the business, as opposed to the additional labor that is created by
the process of strategic planning.
Strategies required for strategic decision making:

Create a Community of Intuition
One common misconception about strategic decision-making in high-speed markets is that there
is no time for formal meetings or rigorous consideration of large amounts of data. Executives,
according to the theory, should analyze just restricted, decision-specific facts, focus on one or
two options, and make choices on the spot.
Quick Conflict Stimulation
Many executives are tempted to avoid conflict in high-speed markets. They believe that
confrontation will stymie decision-making by resulting in unending argument and personal
attacks. They want to get to a few options quickly, study the best ones, and make a speedy
decision that beats the competition to the punch.
Maintain a steady pace
Strategic decision-makers who are less effective have a problem. They believe, on the one hand,
that each strategic decision is unique. Each one necessitates its own method of analysis, and each
unfolds in its own way. These same decision-makers, on the other hand, believe that they must
make a decision as soon as feasible. Making speedy decisions, however, is incompatible with
making one-of-a-kind decisions.
De-escalate the political situation
Politics, according to some CEOs, is an unavoidable aspect of strategic decision-making. They
regard strategic decision-making as a high-stakes game in which executives must lobby one
another, manipulate data, and build alliances. The game swiftly devolves into a battle of wills
among ambitious executives.

What is conflict? What may be the various reasons for a conflict? How is conflict
transformed? Describe briefly.
It can be defined as a conflict between organizations or individuals that is marked by animosity
and hatred. This is frequently motivated by one party's antagonism to another in an attempt to
achieve a goal that differs from the other party's. Because the parties involved in the conflict
have different sets of principles and values, a conflict can occur.
Various reasons for a conflict:
1. Personal Differences:
Men in society differ in nature, attitudes, ideals, interests, and aspirations. They are unable to
acclimatize themselves as a result of this difference, which may result in conflict.
2. Cultural Differences: Culture refers to a group's way of life. It varies from one society to the
next. One group's culture is distinct from the culture of the other.These cultural disparities within
the group might lead to stress and conflict.
3. Interest Collisions: Conflict is unavoidable when people's interests collide. Workers' interests
clash with employers' interests, resulting in conflict.
4. Social Change: Conflict can also occur as a result of disparities in social change rates.
Conflict is transformed:
The two basic principles of conflict resolution are that the parties should be satisfied with an
outcome that fits their perceived needs and interests, and that no compulsion should be used to
attain that outcome.According to John Groom, parties will be completely satisfied only if "they
have, and do genuinely have, full awareness of the circumstances behind the conflict and the
ambitions of other parties." In addition, he claims that conflict resolution is a goal that is rarely
achieved in practice. It is vital to define the word conflict management before examining conflict
resolution approaches.It is viewed as an important first step in the direction and process of
conflict resolution. In other words, whether or not a conflict reaches a point of settlement is

partly determined by how it is managed. The adoption of numerous methods, such as the
construction of communication linkages and human meetings between the adversaries, are all
part of the conflict management process.establishing measures to prevent or reduce violence, and
enlisting the parties' commitment to a political solution to their problem The final measure opens
the ground for a peace process, the success of which will determine how the war is resolved.