Chapter 2 Images of Managing Change.ppt

1、Chapter 2 Images of Managing Change,Understand the importance of organizational images and mental models. Identify different images of managing and of change outcomes. Outline six different images of managing change. Identify the theoretical underpinnings of these six change management images. Under

2、stand the practical implications of the six images and how to use them.,Learning Objectives,Images of Managing Change,Controlling Top-down view of management Fayols theory of management: planning, organizing, commanding, coordinating and controlling. Shaping Participative style of management Improvi

3、ng the capabilities of people within the organization,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree Core Uses of the Images,Images of Change Outcomes,Intended Change: Change is a result of planned action Part

4、ially Intended Change: Change may need to be re-modified after it is initially implemented Unintended Change: Forces beyond the control of the change manager,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree Core

5、 Uses of the Images,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree Core Uses of the Images,Images of Change Managers,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach

6、Navigator Interpreter Caretaker NurturerThree Core Uses of the Images,Director Based on an image of management as control and of change outcomes as being achievable. Supported by the n-step models and contingency theory.,Coach Relies upon building in the right set of values, skills and “drills” that

7、 are deemed to be the best ones to be drawn upon in order to achieve desired organizational outcomes. Related to OD approaches.,Images of Change Managers,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree Core Use

8、s of the Images,Navigator Control is the heart of management action, although a variety of external factors mean that managers may achieve some intended change outcomes and others will occur over which they have little control. Supported by the contextualist and processual theories of change.,Interp

9、reter The manager creates meaning for other organizational members, helping them to make sense of various organizational events and actions. Supported by the sense-making theory of organizational change,Images of Change Managers,Images of Change Managers,Images of Managing ChangeImages of Change Out

10、comesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree Core Uses of the Images,Caretaker The managers control is severely impeded by a variety of internal and external forces beyond their scope. The caretaker shepherds their organizations along as best they can.

11、 Supported by life-cycle, population-ecology and institutional theories.,Nurturer Even small changes may have a large impact on organizations and managers are not able to control the outcome of these changes but may nurture their organizations. This facilitates organizational qualities that enable p

12、ositive self-organizing to occur. Related to chaos and Confucian/ Taoist theories.,Three Core Uses of the Images,These six images of change managers have three core uses: They highlight a variety of assumptions that change managers make about change and increase the awareness of different interpreta

13、tions of change. They draw attention to the dominant images of change within an organization. They highlight a range of perspectives available to change managers.,Images of Managing ChangeImages of Change OutcomesImages of Change Managers: Director Coach Navigator Interpreter Caretaker NurturerThree

14、 Core Uses of the Images,Table 2.5 Chapter Reflections for the Practicing Change Manager,Chapter 3 Why Organizations Change,Why Change?,Change is a risky activity many organizational changes fail or do not realize their intended outcomes. This raises the question: why is change so prevalent? Pressur

15、e to change comes from: External, environmental pressures Internal, organizational pressures,Why Change?External Pressures Fashion Mandated Geopolitical Market decline Hyper- competition Reputation & credibilityRole of the EnvironmentInternal Pressures Growth Integration & collaboration Identity New

16、 broom Power & political,Environmental Pressures,Why Change?External Pressures Fashion Mandated Geopolitical Market decline Hyper- competition Reputation & credibilityRole of the EnvironmentInternal Pressures Growth Integration & collaboration Identity New broom Power & political,Environmental Press

17、ures,Why Change?External Pressures Fashion Mandated Geopolitical Market decline Hyper- competition Reputation & credibilityRole of the EnvironmentInternal Pressures Growth Integration & collaboration Identity New broom Power & political,Debate: Role of the Environment,Organizational learning vs. thr

18、eat-rigidity whether external pressures facilitate or inhibit the process of change. Environment as an objective entity vs. environment as a cognitive construction The former treats the environment as an objective entity to which managers must respond. The latter emphasizes the centrality of manager

19、s interpretations of environmental conditions as the key determinant of behavior.Forces for change vs. forces for stability: External forces can vary; they either promote change or promote stability. Bridging (adapting) vs buffering (shielding): These represent either strategies that can maintain ef

20、fectiveness by adapting parts of the organization to changes happening in the outside environment (bridging) or focusing on efficiency by avoiding change through shielding parts of it from the effects of the environment (buffering).,Why Change?External Pressures Fashion Mandated Geopolitical Market

21、decline Hyper-competition Reputation & credibilityRole of the EnvironmentInternal Pressures Growth Integration & collaboration Identity New broom Power & political,Internal Pressures,Why Change?External Pressures Fashion Mandated Geopolitical Market decline Hyper-competition Reputation & credibility

22、Role of the EnvironmentInternal Pressures Growth Integration & collaboration Identity New broom Power & political,Internal Pressures,Why Change?External Pressures Fashion Mandated Geopolitical Market decline Hyper-competition Reputation & credibilityRole of the EnvironmentInternal Pressures Growth I

23、ntegration & collaboration Identity New broom Power & political,Exercise 3.2 Public Change Rationales,More on the why of change,Life cycle theories: linear and irreversible sequence of prescribed change Organizations go through different stages: birth, youth, midlife, maturity,. When reached maturit

24、y, revitalization is needed. Teleological theories: recurrent and discontinuous sequence of goal setting, implementation, and adaptation Dialectic theories: recurrent and discontinuous sequence of confrontation, conflict, and synthesis Evolutionary theories: recurrent, cumulative and probabilistic s

25、equence of variation, selection, and retention,Theories of Organizational Change,globalization: Deregulation, opening of national economies Unpredictable and Rapidly changing markets Service and knowledge base business profitability based on machine power to profitability based on intelligence and s

26、kills,Economic Pressures,Flexible working arrangements Women in management Educated workforce/society Demographics Immigrations People more independent, questioning Lack of loyalty between the workers and companies,Social Pressures,Information and Communication Technology High performance work syste

27、ms Integrated information systems Access to information Global networking New media Shortening product life cycles High quality,Technological Pressures,SD Elements: Social Employee Well-Being Quality of Life Business Ethics Economic Shareholder Value Creation Economic Development Environmental Envir

28、onmental Impact Minimization Natural Resource Protection,Sustainable Development Pressures,Challenging old assumptions Understanding the new rules of competition Capturing the potential of new paradigms by rethinking business processes Constant innovation Improving continually as part of normal func

29、tioning Transforming while keeping purpose and directionContinuous learning,Organizational Self-renewal,continual new and unfamiliar problems cannot be broken down and distributed among the existing specialists roles continual adjustment and redefinition of individual tasks is needed Interactions an

30、d communication may occur at any level as required by the process organization charts are not always useful,Organic type of organizations, adopted to unstable conditions,Industrial mindset: Invalidity of the internal reality of human consciousness Scarcity of resources Separate parts Discrete events emerging mindset: Consciousness is causative Abundance Relationships and Wholeness Continuous Process parts are connected and they are connected to the whole, change is a continuous process, and the internal and external dynamics are both important.,Emerging Mindset,