Organisational change chapter 2

Support for Change People will often embrace change and work enthusiastically in support of change. You are currently viewing a preview The preview contains 13 out of 19 pages. Caretakers help the organization through the different stages.

Managers can do little change to stop this natural development. The change manger as interpreter image reminds us that whether a change is adaptive, reactive or transforming it is not necessarily a given objective 2.

Change managers who adopt a director image need to remember that they will need to provide directions about stability. The Organisational change chapter 2 things change, the more they stay the same paradox. An alternative position is that staying the same is risky!

This can take 3 forms: Care needs to be taken in assuming that type of organizational changes can be neatly categorized as small, adaptive, and incremental compared to those that are large and transformational.

Some changes require other changes nested under them in order for another change to proceed. Gap Analysis Organisational change chapter 2 on three questions: What this reminds the mangers of change is that they need to assess how carrying out a change will impact upon current practices.

There is a variety of approaches to downsizing: Organizations are forced to change to meet new legal requirements pollution, tax laws…. Where this is the case, the chances increase that employees will fail to convert a change initiative into supporting action at their level of the organization.

Dislike of Change For the majority of people, it is contextual factors, that is, the specific characteristics of the specific change that determine how they react. Why Organizations Change Why do managers engage in change if it is such a risky activity?

These forces may be internal or external: Three types of pressures: Lack of Clarity as to What is Expected Proposed changes, particularly of a strategic nature, are not complemented by clear information as to the specific implications at the level of action by individuals.

There is often an assumption that incremental, adaptive changes are less risky than large, secondorder changes. Excessive Change Two forms: Adopting the coach image, the managers of change are likely to assume that, as long as people have been well coached in a variety of organizational and team skills, they will take the initiative and make appropriate adaptive change to alter organizational practices and routines 5.

Often change is needed to remain stable. Assumes the increased benefits to the acquired firm through lower overhead costs and increased value for the consumers.

Reasons for downsizing may include restructuring, closing or selling of a business unit, cost reduction and cost saving, increased productivity through greater efficiency and effectiveness, coping with external pressures, technological change and increased competitive pressures through greater globalization of business.

These changes involve adjustment or modification to enable a better fit between organization and the environment Adaptive: Already have an account?

Change managers need to avoid simply focusing on one change without an understanding of the way other related changes may impact upon their staff 3.

Summary - book

Discomfort with Uncertainty As individuals we tend to vary in terms of how comfortable we are with ambiguity.

Resistance to Change Commonly cited causes for the lack of success of organizational changes is resistance to change. Why do People resist Change? Changes may mean adding on to, and integrating, rather than removing and replacing current practices.

You need a Premium account to see the full document. Strategic intent is not complemented by clarity as to expected actions, the chances increase that employees will fail to convert a change initiative into supporting action at their level of the organization. And it can be financially costly.

Partially Intended Change Outcomes: Hultman draws a distinction between active and passive responses. Kirkpatrick identifies the following as possible outcomes that are likely to cause people to react positively to change: Effective change occurs when a change can be demonstrated as desirable and aligned with the interests of the group affected by the change o Normative-re-educative strategies: This compact may be explicit or implicit and involves three dimensions:CHAPTER 2 Change Frameworks for Organizational Diagnosis “HOW” to Change Change is.

CHAPTER OVERVIEW •• This•chapter•differentiates•between•HOW to•create•organizational• change,•its•process,•and•WHAT should•be•changed,•the•content.•Change• leaders•must•understand•both.

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Some organizational cultures value innovation and change, while many others value stability and equilibrium. In sum, an organizational culture that emphasizes the importance of organizational change and innovation is a third infrastructure dimension that is critical to organizational change capacity.

Ch02 - Organisation theory design and change gareth jones 1. Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 2. lOMoARcPSD.

Summary - book "Managing Organizational Change" - chapter Organisational Theory & Dynamics (Erasmus Universiteit Rotterdam) Distributing prohibited | Downloaded by Burak Kale ([email protected]).

Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, change in management, merger or acquisition or the development of .

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Organisational change chapter 2
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