Five Subsystems of Organizational Change

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You probably already know that I cannot directly answer these questions. I can only give you sources and ideas to get you started. Also, the specific example of an organization needs to be up to you (I don't know what your experience in organizations has been like, and there is no indication here that I need to make one up).

What I will do is lay out the 5 subsystems and the 5 socio-technical system components and try to connect them to a specific organizational issue. You, of course, need to add your own experience. But I'll give you the broader picture.

Take a look here, page 9:
http://www.cefims.ac.uk/documents/sample-35.pdf

These are the five subsystems of organizational change (these, together, make up a system):
1. Strategic - This is the broadest one. It is the basic vision as to how the organization will adapt to changes in its environment. This is the stage of planning. Its a time where organizational members are given a vision of what is to be done. It's largely about communication, but not entirely. You can talk about an organization where changes were not communicated properly and the adaptation became far more difficult as a result.

2. Technological - This too is broad. It does not just deal with what we call 'technology' in normal conversation, but also deals with basic work routines and the interaction among offices in an organization's day to day functioning. It CAN, of course, refer to computers and faxes, but the significant thing here is how quickly these can be adapted to the changes proposed at the strategic level. Honda, for example, created a system where a plant can quickly shift over from one car model to another just by rapidly switching the attachments of its robotic manufacturing units. This means that if a new model is selling rapidly, a plant can switch over to it in a matter of hours.

3. Managerial - This one is more specific. The real issue is how control is manifest during the change ...