The document provides an overview of several models that can be used for organizational change diagnosis and analysis:
1) Weisbord's Six-Box Model categorizes organizational components into six boxes: purposes, structure, rewards, helpful mechanisms, relationships, and leadership.
2) Nadler-Tushman Congruence Model views organizations as transformation processes with four inputs and four outputs, and examines the fit between tasks, individuals, groups, and the formal and informal organization.
3) Tichy's TPC Framework focuses on technical, political, and cultural systems and uses a matrix to assess needed changes across nine organizational components.
4) The Burke-Litwin Model links organizational, group,
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Kotters eight step model of Organizational Change - Organizational Change an...manumelwin
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail.
Why do they fail?
Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This presentation gives overview of change management models. This would help individuals/leaders/coaches to understand the change in a better way, in turn they would be able to adapt change faster and efficiently.
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Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This presentation gives overview of change management models. This would help individuals/leaders/coaches to understand the change in a better way, in turn they would be able to adapt change faster and efficiently.
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Have an organizational structure that aligns with your company’s goals and objectives.
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Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
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Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
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Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
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Discussion questions:
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External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
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W.H.Bender Quote 65 - The Team Member and Guest Experience
Tools for diagnosis
1. TOOLS FOR DIAGNOSIS
Presented by: Supritha Kannan, Victoria Cooper,
and Alec Webber
LHRD 7571 – Performance Analysis in Human
Resource Development
October 25, 2021
3. WHAT I S MODEL?
• A model can come in many shapes, sizes, and styles.
• A Model is not the real world
• It is Merely a human construct to help us better understand real world
systems.
• Models have an information input, an information processor, and an output of
expected results.
4. AN INTEGRATED MODEL FOR CHANGE
• The degree of acceptance of a change determines the willingness of people
to provide relevant information about current operating problems, and what
changes need to be made in the system of operation, if the organization's
objectives are to be realized.
• Provide specific guidelines to help organizations through the process of planning
and implementing change more successfully.
5. WHY USE ORGANIZATION MODEL ?
• Help in classification of the components into more manageable size (collection of data,
large information, manageable size)
• Enhance our understanding of significant organizational problems (In the model -
problem in three components but not in others, attention)
• Help us interpret the data about the organization (Example- Structure & Strategy,
(chandler 1962) "for optimum organizational effectiveness, there must be a strong link
between organizational strategy and structure" – clarity of the strategy helps determine
the problem in structure)
• Help provide an efficient language (Example - Culture)
• Guide action for change (Certain dimension more important than others, order of
sequence)
6. According to this approach,
• Before you bring about change
in any one of the four
components, you should
evaluate the impact on the
other three components.
• To implement change
successfully, you need to find
the right balance between all of
them.
7. Structure
• How individuals and teams are
grouped in the organization.
• This is not only the hierarchical
structure but also the relationships,
communication patterns, and
coordination between
different management levels,
departments, and employees.
• This would also include how
authority and responsibility flow
within the organization.
• The structure needs to be altered
when changes are made to any other
component of the diamond.
Task
• The department team and individuals
all perform tasks.
• What these tasks are in the current
state and then compare these to what
the tasks will be in the future state.
• By understanding this you can then
develop communications and training
programs to bridge the gap.
• In organizational restructures, perhaps
where roles are made redundant or
shifted to other departments it
becomes critical to identify all the
tasks and who and how they will be
performed in the new environment.
COMPONENTS
8. People
• People in this model are the actual
people and their skills, attitudes, and
behaviors in the workforce.
• People bring all this as a context to
perform their work (or tasks).
• It’s important to understand the skills,
behaviors, and attitudes people must
have to succeed in the new
environment.
Technology
• Technology is about the tools that
people use to perform the tasks
• Key equipment and
processes; including computer system
s, essential software devices –
anything that enables communication
and workflow
• Tools you can use to implement the
proposed change, including things
such as seminars and training
materials.
COMPONENTS
10. WEISBORD'S SIX-BOX
MODEL
• Pay attention to the organization as a
whole to avoid focusing too much on
one particular box in the model.
• The boxes are surrounded by a circle
that represents the external
environment, with arrows pointing in
both directions (input and output
representations).
• The model includes informal and
formal aspects to each of the 6 boxes.
11. • Purposes - How clear are organizational
members about the organization's
purpose and mission?
• Structure - How adequate is the fit
between the organization's purpose and
mission and the internal structure that
is designed to serve that purpose
• Rewards - What are the similarities and
differences between what the
organization formally rewards and
punishes?
• Helpful mechanisms - Which processes
and procedures in the organization help
organizational members do their work?
• Relationships - between
individuals, between and among groups,
units, departments, and between
the person and the requirements of
the job.
• Leadership - Organizational leaders' jobs
are to watch the other five boxes and to
make sure they are in alignment.
WEISBORD'S SIX-BOX MODEL
12. • Organizations are too complicated to be represented by only
6 categories.
• The links :
• Example 1: The purposes box links most directly with
both the relationships and structure categories. But how
does it link to the other boxes?
• Example 2: The leadership box implies a casual linkage
with all the other 5 boxes, but no other casual linkages
are suggested.
• Sometimes a deeper and more complicated diagnosis is
required, and the 6-boxes are not sufficient.
WEISBORD'S SIX-BOX MODEL
13. WEISBORD'S SIX-BOX MODEL
• How large is the gap between the
formal and informal dimensions of
the organization?
• What degree of discrepancy is
there between what is and what
ought to be?
15. INPUTS
• The 4 inputs include environment, resources
available to the organization, the organization's
history, and strategies developed and evolved
over time.
• The Organization's environment affects internal
operations, structure, and policy.
• Resources within this model include capital, raw
materials, technologies, people, and intangibles,
which may have a high value in the company’s
market.
• History determines patterns of employee
behavior, policy, the types of people the
organization attracts and recruits.
• Strategy is the process of determining how the
organization's resources are best used within
the environment for optimal organizational
functioning.
16. OUTPUTS
• For diagnostic purposes, Nadler and
Tushman presented 4 key categories
of outputs:
o system functioning,
o group behavior,
o intergroup relations, and
o individual behavior and effect.
• Three questions help to assess the
effectiveness of the system’s
functioning as a whole.
• The remaining 3 outputs are directly
behavioral.
17. TRANSFORMATION PROCESS
• The components of the transformation
process include the people, the
various tasks and jobs, the
organization's managerial structure,
and all relationships of individuals,
groups, and subsystems.
• Four interactive major components
compose the transformation process,
changing inputs into outputs:
o Task
o Individual
o Organizational
o Informal Organizational
18. • An organization is dynamic, never static,
and the model must represent this
reality.
• 3 steps for diagnosis: identify the
system, determine the nature of the key
variables, and diagnose the state of fit.
• For diagnosing the link between fits and
outputs, the organization change agent
must focus on the outcome of the
diagnoses of the various component fits
and their behavioral consequences
on the system outputs.
NADLER-TUSHMAN CONGRUENCE MODEL
19. • The model is comprehensive, mostly descriptive, and suggests certain cause-effect
linkages.
• Ideas for determining which organizational dimensions are more central or "weightier"
than other dimensions.
• No means are suggested for determining when congruence produces desirable or
undesirable effects.
• In later years, Nadler and Tushman were influenced by nonlinear complex systems
theory. In the short-term, congruence seems to be related to effectiveness and
performance. But, a system with high congruence can be resistant to change. It
develops ways of insulating itself from outside influences and may be unable to respond
to new situations.
NADLER-TUSHMAN CONGRUENCE MODEL
20. • The framework is like the other two
models.
• Tichy's model focuses more on
organization change with 9
components.
• The 9 components should be seen
more as change levers and not as
boxes.
TICHY'S FRAMEWORK
21. • The technical, political, and cultural aspect of this
framework represent the 3 primary systems that cut
across the 9 levers.
• Tichy considered these 3 systems to be the dominant
ones for understanding organizations in general and
organization change.
o Technical system - based on science and hard
data and therefore represents a
rational perspective.
o Political system - based on power dynamics
and the fact that in organizations
some groups and individuals are more
powerful than others.
o Cultural system - shared values and norms or
cognitive schemes which are what link people
and constitute the organizational culture.
TICHY'STECHNICAL, POLITICAL, CULTURAL (TPC) MATRIX
23. TPC MATRIX - INTERACTION
• Tichy saw these three systems as
intertwined like 3 strands of rope.
• The 3 systems can be understood
separately but for effective change all
must be managed together.
24. • Tichy's model includes most of the variables that are critical to understanding and
changing organizations.
• The framework helps the organizational change agent understand what to consider and
how to think through the implementation of a large-scale change effort in an
organization.
• Limitations
• People component
• Individual level of organizational analysis
• Too much emphasis on alignments
TPC FRAMEWORK
25. The Burke-
Litwin Model
• Model links psychological and
organizational variables to the
organizational climate.
• Open-system way of thinking
with the external environment
box as the input and the
individual and organizational
performance box as the output.
• Remaining boxes are the primary
throughput dimensions.
• The feedback loop (arrows) goes
in all directions to represent that
organizational performance
impacts the external
environment.
26. THE MODEL ITSELF
• The 12 boxes are the base for
organizational understanding and
analysis.
• Larger-system level variables –
mission and strategy, leadership,
culture
• Group or local work unit level -
climate
• Individual level – individual needs
and values, task requirements and
individual skills, and motivation
• Change in one box will
eventually impact the other boxes
2
6
27. TRANSFORMATIONALVSTRANSACTIONAL
TRANSFORMATIONAL
• External Environment,
Leadership, Mission and
Strategy, Organization
Culture, Individual and
Organizational Performance
• Direct interaction with
external environmental forces
will cause change within these
boxes.
TRANSACTIONAL
• Management Practices,
Structure, Systems (Policies
and Procedures), Work Unit
Climate, Motivation, Task
Requirements and Individual
Skill/Abilities, Individual
Needs and Values, Individual
and Organizational
Performance
• More concerned with the day-
to-day operations of the
organziation 2
7
28. • External Environment – What are they key external drivers? How are these likely to impact on
organization? Does the organization recognize these?
• Mission & Strategy – What do top management see as the organization's mission and strategy? Is there a
clear vision and mission statement? What are employees' perceptions of these?
• Leadership – Who provides overall direction for the organization? Who are the role models? What is the
style of leadership? What are the perspectives of employees?
• Organizational Culture –What are the overt and covert rules, values, customs and principles that guide
organizational behavior?
• Structure – How are functions and people arranged in specific areas and levels of responsibility? What are
they key decision-making, communication and control relationships?
• Systems –What are the organization's policies and procedures, including systems for reward and
performance appraisal, management information, HR and resource planning, etc?
DIMENSIONS OFTHE MODEL
29. • Management Practices – How do managers use human and material resources to carry out the
organization's strategy? What is their style of management and how do they relate to subordinates?
• Work Unit Climate – What are the collective impressions, expectations and feelings of staff? What is the
nature of relationship with work unit colleagues and those in other work units?
• Task & Individual Skills – What are the task requirements and individual skills/abilities/knowledge needed
for task effectiveness? How appropriate is the organization's "job-person" match?
• Individual Needs & Values – What do staff value in their work? What are the psychological factors that
would enrich their jobs and increase job satisfaction?
• Motivation – Do staff feel motivated to take the action necessary to achieve the organization's strategy? Of
factors 1-10, which seem to be impacting most on motivation?
• Individual & Organizational Performance – What is the level of performance in terms of productivity,
customer satisfaction, quality, etc.? Which factors are critical for motivation and therefore performance?
DIMENSIONS OFTHE MODEL CONTINUED
31. PROS AND CONS OFTHE BURKE- LITWIN MODEL
PROS
• Can assist In developing a change
strategy such as a more in- depth
forcefield model
• Explains the factors of change on
the premise of each category
impacting the overall organizational
change
• Gives distinction between
transformational and transactional
levels of change in an organization.
• Explains what drives change
without actually accounting for how
to implement the change
• Does not consider internal factors as
crucial drivers
• All boxes are not applicable in every
organization
CONS
3
1
The following three models Weisbord's 6-box model, the Nadler-Tushman Congruence Model, and Tichy's Technical, Political, and Cultural Framework, are based on open-system theory and come from the world of organization development, meaning that they address what to diagnose for change and consider, at least to some degree, how to intervene so that organization change can be implemented.
The author of each of these models have spent time as an organizational consultant and taught on a graduate level. So, the models are grounded in research and change-consulting practice.
· According to Weisbord, we must pay attention to the organization as a whole to avoid focusing too much on one particular box in the model.
· The boxes are surrounded by a circle that represents the external environment, with arrows pointing in both directions (i.e., input and output representations). Weisboard considered inputs as money, people, ideas, and machinery which are used to fulfill the organization's mission. The outputs are products and services.
· According to Weisbord, there are informal and formal aspects to each of the 6 boxes. For example, the organization chart depicts lines of authority and accountability but also has its informal dimensions, its unspoken rules about how authority is exercised. The extent of the gap between the formal and informal is important and the action to be taken is that of reducing the gap.
The 6 broad categories and diagnostic questions for each box in the model include:
· Purposes - How clear are organizational members about the organization's purpose and mission? How supportive are they of the organization's purpose and mission?
· Structure - How adequate is the fit between the organization's purpose and mission and the internal structure that is designed to serve that purpose?
· Rewards - What are the similarities and differences between what the organization formally rewards and punishes and what the organizational members believe they are rewarded or punished for doing?
· Helpful mechanisms - Which processes and procedures in the organization (ex: planning, budgeting, information systems, etc.) help organizational members do their work and which of them hinder more than help?
· Relationships - There are three categories that Weisbord was concerned about: 1-between individuals, 2-between and among groups, units, departments, etc., 3-between the person and the requirements of his or her job.
o Diagnostically, consider the quality of these relationships and then consider the adequacy of the models for managing and dealing with conflict.
· Leadership - This box is at the center of the model because Weisbord believed that organizational leaders' jobs are to watch the other five boxes and to make sure they are in alignment.
Some of the limitations to this model include the following:
· Organizations are too complicated to be represented by only 6 categories.
· It's clear that the purposes box links most directly with both the relationships and structure categories. But how does it link to the other boxes?
· The leadership box implies a casual linkage with all the other 5 boxes, but no other casual linkages are suggested.
· The 6-box model can be helpful for rapid and simple diagnostic purposes. It is also useful for client organizations that have little sophistication about systems thinking and the larger complexities of organizational dynamics. But when a deeper and more complicated diagnosis is required, the 6-boxes are not sufficient.
In summary, Weisbord believed that regardless of the wording for these organizational diagnostic questions, they need to be asked on two levels:
o How large is the gap between the formal and informal dimensions of the organization...the degree of fit between the individual and the organization?
o What degree of discrepancy is there between what is and what ought to be, that is, the congruence between the organization and its external environment?
· Nadler and Tushman developed their model around the same time Weisbord was creating his model.
· Nadler-Tushman and Weisbord models make the same assumptions
o An organization is an open system influenced by its environment (inputs) and shapes the environment to some extent (outputs).
· The Nadler-Tushman model is presented according to the open-system framework, starting with inputs, then outputs, and the bulk of the model is referred to as the transformation process or throughput.
Inputs - The four inputs include environment, resources available to the organization, the organization's history, and strategies developed and evolved over time.
o The extent to which an organization's environment is stable or dynamic significantly affects internal operations, structure, and policy.
o Resources within this model include capital (ex: money, property, equipment), raw materials, technologies, people, and intangibles (company name, logo, brand), which may have a high value in the company’s market.
o History determines patterns of employee behavior, policy, the types of people the organization attracts and recruits
o Strategy is the process of determining how the organization's resources are best used within the environment for optimal organizational functioning. All organizations have strategies whether they are deliberate and formal or unintentional and informal.
Outputs
o For diagnostic purposes, Nadler and Tushman presented 4 key categories of outputs: system functioning, group behavior, intergroup relations, and individual behavior and effect.
o The following 3 questions should get the necessary information to assess the effectiveness of the system’s functioning as a whole:
1-How well is the organization attaining its desired goals of production, service, return on investment, etc.?
2-How well is the organization using its resources?
3-How well is the organization coping with changes in its environment over time?
o The remaining 3 outputs are directly behavioral - how well groups or units within the organization are performing, how effectively these units communicate with one another, resolve differences, and how individual’s behaviors (absenteeism, individual job performance).
Transformation Process
o The components of the transformation process include the people, the various tasks and jobs, the organization's managerial structure, and all relationships of individuals, groups, and subsystems. Four interactive major components compose the transformation process, changing inputs into outputs:
o Task - consists of jobs to be done and the inherent characteristics of the work itself, the primary task dimensions are the extent and nature of the required interdependence between and among task performers, the level of skill needed, and the kinds of information required to perform the tasks adequately.
o Individual - this component consists of all the differences and similarities among employees, particularly demographic data, skill and professional levels, and personality-attitudinal variables.
o Organizational - include the managerial and operational structure of the organization, workflow and design, the reward system, and management information systems. These arrangements are the formal mechanisms used by management to direct and control behavior and to organize and accomplish work to be done.
o Informal organizational - the social structure within the organization, including the grapevine, internal politics, and the information authority-information structure.
They pointed out that a listing and description of inputs, outputs, and components is insufficient for modeling an organization. An organization is dynamic, never static, and the model must represent this reality. They hypothesized that the better the fit the more effective the organization will be.
They also recommended the following 3 steps for diagnosis: identify the system, determine the nature of the key variables, and diagnose the state of fit. They argue that we should concentrate on the degree to which the key components are congruent with one another.
For diagnosing the link between fits and outputs, the organization change agent must focus on the outcome of the diagnoses of the various component fits and their behavioral consequences on system outputs (ex: goal attainment, resource usage, and overall system performance).
**Fit is a measure of the congruence between pairs of inputs and especially between the components of the transformation process.
In summary, Nadler and Tushman pointed out that an organization is dynamic, never static, and the model must represent this reality as shown in the model.
The model is comprehensive, mostly descriptive, and suggests certain cause-effect linkages.
Some of the limitations include:
· Ideas for determining which organizational dimensions are more central or "weightier" than other dimensions.
· No means are suggested for determining when congruence produces desirable or undesirable effects.
· In later years, Nadler and Tushman were influenced by nonlinear complex systems theory. In the short-term, congruence seems to be related to effectiveness and performance. But, system with high congruence can be resistant to change. It develops ways of insulating itself from outside influences and may be unable to respond to new situations.
Although similar to the other two models, Tichy's model focuses more on organization change, and the 9 components should be seen more as change levers and not as boxes. This framework is not like the force field analysis.
The nine change levers include the following:
external interface (i.e. organization's external environment),
mission, strategy
tasks,
prescribed networks,
organizational processes,
people, and
emergency networks.
· The technical, political, and cultural aspect of this matrix/ framework represent the 3 primary systems that cut across the 9 levers. Tichy considered these 3 systems to be the dominant ones for understanding organizations in general and organization change.
· Technical system - based on science and hard data and therefore represents a rational perspective.
· Political system - based on power dynamics and the fact that in organizations some groups and individuals are more powerful than others. With respect to change, the primary behavior representing this perspective is negotiation.
· Cultural system - shared values and norms or cognitive schemes which are what link people and constitute the organizational culture.
· These systems must be aligned with levers and each with every other one for effective change to occur. For diagnostic purposes, data must be collected with the Client for cell of the matrix and be informative about the degree of change required for proper alignment. Across the matrix is alignment within a system and down the matrix the alignment is between the systems.
· Dealing with only one or two of these systems instead of all three simultaneously will lead to ineffectiveness in organizational performance.
· All three must be realigned for successful change. Tichy saw these three systems as intertwined like 3 strands of rope. The 3 systems can be understood separately but for effective change all must be managed together.
· Overlaying the 3 systems with the change levers produces this matrix.
In summary,
· Tichy's model includes most of the variables that are critical to understanding and changing organizations.
· The framework helps the organizational change agent understand what to consider and how to think through the implementation of a large-scale change effort in an organization.
But there are some limitations, for example:
· The people component in the model is barely mentioned.
· Issues at the individual level of organizational analysis have a lower priority than issues at group and organizational levels.
· Too much emphasis on alignments could have an adverse effect on organization change.
· The people component in the model is barely mentioned.
· Issues at the individual level of organizational analysis have a lower priority than issues at group and organizational levels.
· Too much emphasis on alignments could have an adverse effect on organization change.
· The people component in the model is barely mentioned.
· Issues at the individual level of organizational analysis have a lower priority than issues at group and organizational levels.
· Too much emphasis on alignments could have an adverse effect on organization change.
· The people component in the model is barely mentioned.
· Issues at the individual level of organizational analysis have a lower priority than issues at group and organizational levels.
· Too much emphasis on alignments could have an adverse effect on organization change.