Gw cm 1 (1)
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The document discusses two models of organizational change: the punctuated equilibrium model and shapes of organizational change. The punctuated equilibrium model describes periods of rapid change sandwiched between long periods of incremental change and adaptation. It also discusses four types of organizational change. The second part examines two issues - shapes of organizational change (radical vs incremental) and the role of top vs middle management in change. The case study of Heineken shows examples of both radical and incremental change driven by top or middle management in response to environmental shifts.
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Lição 12: João 15 a 17 – O Espírito Santo e a Oração Sacerdotal | 2° Trimestr...
Esta lição é uma oportunidade para discutirmos um assunto multo mal interpretado no contexto cristão, que é o fato de algumas pessoas pensarem que o conhecer Jesus é ter a nossa vida mudada em todas as áreas, como se Deus tivesse o dever de transportar-nos deste mundo para um outro mundo onde muitas coisas maravilhosas que desejamos seriam reais. No entanto, a nossa fé não nos tira do mundo após nos convertermos; ao invés disso, permanecemos vivendo sob as mesmas circunstâncias. O propósito de Deus não é nos tirar do mundo, mas nos livrar das ações do maligno (Jo 17.15), Sendo assim, a vida eterna não significa estar fora da realidade deste mundo, mas conhecer o único Deus verdadeiro (Jo 17.3).
Tales of This and Another Life - Chapters.pdf
This book is one of the best of the translated ones, for it has a warning character for all those who find themselves in the experience of material life. Irmão X provides a shrewd way of describing the subtleties and weaknesses that can jeopardize our intentions, making us more attentive and vigilant by providing us with his wise pages, reminding us between the lines of the Master's words: "Pray and watch."
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- 1. Shapes Of Organizational Change Group 1 : Debdeep Chatterjee Rakhi Jain Vinayak Pareek
- 2. Presentation Outline Part – I : Theoretical Framework Part – II : Case Study and the Link to the Model Presented in Part I Part III :Conclusion
- 3. Punctuated Equilibrium Model Tushman and Romanelli (1985) Two Types of Changes – Rapid and Incremental MODEL - Rapid Changes are relatively shorter periods of time sandwiched between relatively long time spans of incremental changes and adaptation.
- 4. Domains of Organizational Activity Firm’s Strategic Orientation can be categorized into five domains – 1. Organization Culture 2. Strategy 3. Structure 4. Power Distributions 5. Control Systems
- 5. Punctuated Equilibrium Model(Contd..) • Double Loop Learning Process • Four Types of Organization Change – – Fine Tuning – Incremental Adjustment – Modular Transformation – Corporate Transformation
- 6. Unexplored Issues • Shapes of Organizational Change • Role of the Top and Middle Management
- 7. Issue 1 – Shapes of Organization Change RADICAL CHANGE INCREMENTAL CHANGE
- 8. Issue 2 – Role of Management • According to Tushman and Romanelli – Top management is the only one which can bring the “Radical Change” While middle management brings about the “Incremental Change”
- 9. Heineken • 1940’s Radical CEO decision – Controlled , Rational Adaption theory • 1980’s -Changing Preferences – Executive Myopia – Snoep –The Outsider – Oostra – The outsider part 2 – Van Soest –Ivory Tower – Strobos – green book • Internal Politics
- 10. The CEO search • Management By Edict • Status Quo Tendency • Self cloning – Homosocial reproduction • Heir Influencer From the familiar to more universal
- 11. Change in Distribution System – Radical Change followed by incremental changes • New distribution strategy targeting supermarkets as well as pubs post 2nd World War. Wholesalers were given importance. • Strategy as a response to environmental changes viewed as an opportunity. • Middle management carried out & fine tuned the change initiated by top management • Resistance from commercial managers, lower management & sales people • Observed, unexpected challenge triggers initial radical change succeeded by incremental changes
- 12. Structural Inertia & CEO succession: Incremental Change followed by Radical Change • Environmental changes in 1990s necessitated changes, which were blocked by incumbent CEO Freddy Heineken. • All subsequent general directors were unable to change the organization due to inertia. • Retirement of CEO Freddy Heineken provided an opportunity for change. • His successor Van Schaik couldn't implement the changes as he was viewed as transitory & Freddy had a huge background influence. • Schaik’s successor Vuursteen was able to radically change the organization. His success was attributed to the fact that his appointment was approved by Freddy & also the latter’s influence had become less prominent.
- 13. Thank you!!