Ogc chap 2
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This chapter discusses the nature of organizational change, including the different types and paces of change. It describes four types of change on a scale from fine-tuning to corporate transformation. Change can be predictable and follow typical lifecycle patterns, or it can be complex and unpredictable. The chapter also provides guidance on diagnosing change situations by looking for breakpoints in areas like competitors, customers, and technology shifts that indicate change is needed. It notes that change problems can vary in difficulty, from well-bounded difficult problems to unbounded messy problems.
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This document summarizes key points from Chapter 1 of the book "Organizational Change" regarding organizations and their changing environments. It defines what constitutes an organization, discusses triggers for organizational change including political, economic, social, technological and internal factors. It also analyzes different levels of environmental turbulence organizations may face and types of organizational change. The summary provides an overview of the chapter's main topics without extensive detail.
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Parallel learning structures.
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TU Week 7 Management Managing and Sustaining Change Discussion.docx
The document discusses managing and sustaining organizational change. It covers Kotter's eight-stage change model and challenges in sustaining change initiatives long-term. Key points:
1) Kotter's eight-stage change model provides steps for planning and implementing change, corresponding to Lewin's three phases of change.
2) Sustaining change initiatives long-term is difficult as organizations tend to revert to prior states. Ten factors can cause initiatives to decay over time.
3) Tactics for sustaining change include redesigning roles, incentives, staffing, leadership, empowerment, measurement, celebrating wins, and making fine-tunings.
Organizational Change
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
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The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
30 05-2010 organizational change and innovation
The document discusses organizational change and the factors that drive organizations to change. It covers:
1) Organizations need to continuously adapt and change to survive due to external pressures from factors like the economy, technology, legislation, and internal pressures like new strategies or leadership.
2) There are different types of organizational change including radical/frame-breaking changes that make major overhauls versus gradual/incremental changes. Planned changes are designed in advance while reactive changes respond to circumstances.
3) The change process involves recognizing a need for change, initiating ideas to address it, and implementing and monitoring the changes. Resistance to change can be overcome through various means.
Organisational change and devlopment
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
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Change process ppt @ bec doms mba bagalkot mba
The document discusses organizational change from several perspectives:
1. It outlines the stages of the change process - preparation, acceptance, and commitment phases.
2. It examines perspectives on organizational change including definitions, principles, types, forces, and the nature of change in areas like globalization, technology, politics, and customer preferences.
3. It identifies targets for organizational change as structure, technology, and people within the organization.
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This document discusses change theories and the change process. It defines key terms like change, change agent, and reasons for change. It outlines several traditional change theories, including Lewin's three-step model of unfreezing, moving, and refreezing. Emerging theories discussed include chaos theory and the learning organization theory. The document also covers resistance to change, strategies to overcome resistance, and different responses to change. Overall it provides an overview of perspectives on planned and unplanned change at the individual, group, and organizational levels.
Pro bono ccw final ob
This document provides an analysis of organizational change at CCW, a handloom weaving cooperative, to improve viability. It recommends:
1. Using change management principles like identifying change agents and building the case for change to diffuse new practices.
2. Motivating weavers intrinsically by involving them in leadership and showing pride in their work, as well as extrinsically through better income.
3. Building political power by gaining allies and using social networks while protecting against resistor's power.
Implementing pricing, behavioral and financial changes could make CCW viable if weavers are highly motivated through this change process, which may take 2-3 years.
Fields, Innovation, Places
The document discusses three different strategies for social innovators: developing fields, innovations, and places. Developing fields involves building practitioner networks and standards within a defined practice area. Developing innovations focuses on creating and scaling new solutions. Developing places aims to build a community's capacity for continuous innovation by importing and integrating multiple innovations. Each strategy requires different skills, partners, investments, and time horizons to achieve different goals of advancing a field, portfolio of solutions, or local innovation capacity.
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Managing Change and Innovation
The document discusses organizational change and innovation. It defines organizational change and identifies strategies for changing products and technologies. It explains the importance of creativity, idea incubators, champions, and teams for innovation. Change requires adapting people and culture. Organizational development involves unfreezing current practices, changing to new approaches, and refreezing the changes. Resistance to change comes from self-interest, lack of understanding, and uncertainty. Tactics like communication, education, and participation can overcome resistance.
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Organizational change involves changes in individuals within a company. There are three stages to the change process: preparation, acceptance, and commitment. The document then outlines various perspectives on organizational change including definitions, principles, types, and forces of change both internal and external. It discusses how changes in areas like globalization, technology, politics, demographics, and customers impact companies and individuals. Finally, it notes that organizational change can target a company's structure, technology, physical setting, and people.
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Ogc chap 2
- 1. ORGANIZATIONAL CHANGE (4TH ED.) Barbara Senior & Stephen Swailes Chapter 2: the nature of organizational change
- 2. LEARNING OBJECTIVES By the end of this chapter, you will be able to: describe and discuss the multi-dimensional nature of organizational change; analyze change situations in terms of the different types of change experienced; explain limitations to the ‘common-sense’ approach to managing change arising from cultural, political and leadership influences; critically evaluate the theoretical perspectives relating to the types of change that organizations experience.
- 4. PACE AND SCOPE OF CHANGE
- 5. FOUR TYPES OF CHANGE
- 6. FINE-TUNING TO CORPORATE TRANSFORMATION Defining the scale of change Scale type 1: Fine tuning Scale type 2: Incremental adjustment Scale type 3: Modular transformation Scale type 4: Corporate transformation
- 8. A TYPICAL LIFECYCLE PATTERN Illustration 2.8 1. The entrepreneurial stage 2. The collective stage 3. The formalization stage 4. The elaboration stage
- 9. COMPLEXITY THEORY 1. Chaos Theory 2. Dissipative Theory 3. Complex Adaptive Systems Three implications of applying complexity theory to organizations: 1. Need more democracy in equalization of power 2. A continuous approach based on self-organization to improving products and process 3. Need the presence of order-generating rutles.
- 10. DIAGNOSING CHANGE SITUATIONS Looking for breakpoints: Typical indicators Competitors Customers Distributors Suppliers When several of these are in place, all that is needed is a player, or event, to trigger the breakpoint.
- 11. DIAGNOSING CHANGE SITUATIONS Looking for breakpoints: Divergence Divergence is more difficult to anticipate because it is based on new offering that does not yet exist. If the following are in place, the industry is ready for a new offering that breaks with the past. Customers: restless customers New entrants: restless customers attract new entrants Competitors: experiment with new offerings or look elsewhere for profits Suppliers: new resources and technology a source of divergent breakpoint Distributors: lag behind because they have to adapt to the new offering
- 14. DIAGNOSING CHANGE SITUATIONS Hard (difficult) and soft (messy) problems Difficulties are bounded Messes are unbounded