This document discusses organizational change and different frameworks for understanding it. It covers: 1. Gareth Morgan's metaphors for understanding organizations, including machines, organisms, cultures, political systems, and more. 2. What bureaucracy is, including regulations, hierarchies, formal communication, division of labor, work norms, meritocracy, and professionalization. 3. The economic and social forces driving the need for major organizational change, such as technological advances, globalization, increased competition, and more opportunities in larger markets. 4. Several models for processes of organizational change proposed by theorists like Shield, Beer, Kotter, Luecke, Kanter and Stein, and Mento, Jones, and Dirnd

1. Los Contextos del Cambio
Por: Dr. Rafael Cartagena

2. I. Las Organizaciones: Las metáforas de Gareth Morgan
“Images of Organizations”

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4. I. Las Organizaciones: Las metáforas de Gareth Morgan
“Images of Organizations”
1. Machines: the basic concept of this metaphor is that the
organizations follow the same principles as a machine. The means
that each process is carefully selected and monitored in order to
make sure that it is done as efficiently as possible. This is done
through highly specifying and standardizing the parts and processes
that make up the machine.
2. Biological organisms: the organismic view emphasizes growth,
adaptation and environmental relations. 4

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3. Human brains: the perspective depicts organizations as
cultures are based on values, norms, beliefs, assumptions,
manifestations, artefacts and rituals.
4. Cultures or subcultures: organizations as cultures are
based on values, norms, beliefs, assumptions,
manifestations, artefacts and rituals.
5. Political systems: in political organizations it is interests,
conflict and power issues that predominate.

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6. Psychic prisons: organizations as psychic prisons are
where people are trapped by certain ways of thinking,
which restricts creativity.
7. System of change and transformation: such
organizations can adapt and change.
8. Instruments of domination: organizations as
instruments of domination have an emphasis on explotation
and the organization imposing their will on employees.

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II. ¿Qué es La Burocracia?
1. Reglamentos
2. Jerarquías
3. Formalidad de la comunicación
4. División y procedimiento del trabajo
5. Normas de trabajo
6. Meritocracia
7. Administración
8. Profesionalización de sus miembros
9. Previsión del funcionamiento
6. Criticas

8. III. Las fuerzas que propician el cambio

9. Economic an social forces driving the need for major chance in organizations
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Technological change
• Faster an better
Communication
• Faster and better
transportation
• More information networks
connection people globally
International economic integration
• Fewer tariffs (GATT)
• Currencies linked via floating exchange
rate
• More global capital flows
Maturation of markets in
developed countries
• Slower domestic growth
• More aggressive exporters
• More deregulation
Fall of communist and
socialist regimes
• More countries linked to
the capitalist system
• More privatization
The globalization of markets and competition
More hazards
• More competition
• Increased speed
More large-scale change in organizations
The avoid hazards and/or capitalize on opportunities, firms must become stronger competitors. Typical transformation methods include:
• Reengineering
• Restructuring
• Quality Programs
• Mergers and acquisitions
• Strategic change
• Cultural Change
More opportunities
• Bigger markets
• Fewer barriers

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IV. Modelos de Procesos de Cambio
Shield
(1999)
Beer
(1990)
Kotter
(1996)
Luecke
(2003)
Kanter, Stein
(1992)
Mento, Jones &
Dirndorfer (2002)

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