BA650 Chapter 2 Images of Change Management

1. Chapter 2
Images of
Change
Management
.
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2. Images of Managing Change
• Controlling…
– Top-down view of management
– Fayol’s theory of management:
planning, organizing, commanding,
coordinating and controlling.
• Shaping…
– Participative style of management
– Improving the capabilities of people
within the organization
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
2-2
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

3. Images of Change Outcomes
• Intended Change:
– Change is a result of planned action
• Partially Intended Change:
– Change may need to be re-modified after
it is initially implemented
• Unintended Change:
– Forces beyond the control of the change
manager
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
2-3
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

4. Images of Change Managers
Images of Managing
Controlling . . .
(activities)
Shaping . . .
(capabilities)
Images of
Change
Outcomes
Intended DIRECTOR COACH
Partially
Intended
NAVIGATOR INTERPRETER
Unintended CARETAKER NURTURER
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
2-4
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

5. Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
Director
 Based on an
image of
management as
control and of
change outcomes
as being
achievable.
 Supported by the
n-step models and
contingency
theory.
Coach
 Relies upon building
in the right set of
values, skills and
“drills” that are
deemed to be the
best ones to be
drawn upon in order
to achieve desired
organizational
outcomes.
 Related to OD
approaches.
2-5
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

6. Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
Navigator
 Control is the heart of
management action,
although a variety of
external factors mean
that managers may
achieve some intended
change outcomes and
others will occur over
which they have little
control.
 Supported by the
contextualist and
processual theories of
change.
Interpreter
 The manager
creates meaning for
other organizational
members, helping
them to make sense
of various
organizational
events and actions.
 Supported by the
sense-making
theory of
organizational
change
2-6
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

7. Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
Caretaker
 The manager’s
control is severely
impeded by a variety
of internal and external
forces beyond their
scope. The caretaker
shepherds their
organizations along as
best they can.
 Supported by life-
cycle, population-
ecology and
institutional theories.
Nurturer
 Even small changes may
have a large impact on
organizations and
managers are not able to
control the outcome of
these changes but may
nurture their organizations.
This facilitates
organizational qualities
that enable positive self-
organizing to occur.
 Related to chaos and
Confucian/ Taoist theories.
2-7
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

8. Three Core Uses of the Images
• These six images of change
managers have three core uses:
– They highlight a variety of assumptions
that change managers make about
change and increase the awareness of
different interpretations of change.
– They draw attention to the dominant
images of change within an organization.
– They highlight a range of perspectives
available to change managers.
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer
Three Core
Uses of the
Images
2-8
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.