Managing_Organizational_Change assignment 代写

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  • Managing_Organizational_Change assignment 代写

    Assignment 1 (30%) Leading Change Report
    Format: Formal Report
Length: Up to 2500 words Description:
    Semester Two 2017

    You have been asked to prepare a formal report for a senior manager/management in your organisation. The title of the report is: Adding Value via Change. The report will:
    •    Diagnose the problem to be addressed. 

    •    Propose a change initiative 

    •    Identify appropriate methods and tactics for change 

    •    Indicate milestones and resource requirements. Note: The report could use the 
framework presented in Chapter 9 of Connor et al. (2003). (You can access this on 
the Stream site.) 

    •    Contain an Academic Rationale (About 1000 words) 
Particular assignment point to consider: 
The Academic Rationale would not normally be submitted to the report’s key sponsor. However, it is an important component in this report because of your role as a student. In linking to the analysis and methodology with key themes and examples of work in the academic change literature, please select one of the change processes on the Stream site. 
Particular assignment questions to consider:
    •                            Is the central and crucial feature of the recommended change programme the target of the academic rationale and is it presented clearly? 

    •                            Is a key concept (or concepts)/resource/explanation presented in the academic rationale and has this been drawn from the academic literature? 

    •                            Is this resource discussed in such a way, and in sufficient depth, so that it supports the recommended feature in the change plan? 
Format 
Please use the Inductive report format and include a formal letter to the contracting manager to introduce the report. For guidance on report writing see Emerson (2005). 


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    1
    "It's not the strongest species that survive, nor the most intelligent, but the
    most responsive to change".
    Charles Darwin
    Why Change Management?
    “The future is not inevitable. We can influence it, if we
    know what we want to be … We can and should be
    in charge of our own destinies in a time of change …
    The world of work is changing because the
    organizations of work are changing their ways. At the
    same time, however, organizations are having to
    adapt to a changing world of work . It’s a chicken
    and egg situation.”
    Charles Handy “The Hungry Spirit” 1997
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    Change Management
    When do we need to start thinking about change
    and change management?
    Change occurs within organizations – we begin
    within this context.
    Change often originates with strategy.
    Change is about people. 
    What is an organization? Two views:
    An objectivist perspective – Organizations are physical and
    tangible. Things are done according to rules and regulations
    which are written down, … “my inclination is to state clearly
    what the objective is, to chart the process and assume that
    others working with me have sufficient rationality to see
    them similarly to myself.”
    (Balogun & Hope‐Hailey, 2004, pg. 9)
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    What is an organization? Two views:
    A subjectivist perspective – An organization is a social entity,
    something that is socially constructed by the people within it. I
    see an organization in terms of its meaning systems rather than its
    physical aspects. … “An organization includes peoples’ attitudes
    and views and for change to occur these have to change too. If
    you take this view to an extreme it suggests that you cannot
    control or manage change at all. All you can do is to facilitate
    change.”
    (Balogun & Hope‐Hailey, 2004, pg. 9)
    What is an organization?
    “An organization is a social arrangement for achieving controlled
    performance in pursuit of collective goals” (Huczynski & Buchanan,
    2001, p.7)
    “[An organization is] a group of people brought together for the
    purpose of achieving certain objectives. As the basic unit of an
    organization is the role rather than the person in it, the
    organization is maintained in existence, sometimes over a long
    period of time, despite the many changes of its members.” (Statt,
    1991, p.102) 
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    What is an organization?
    It is a ‘social entity’
    It has an objective or purpose for ‘being’
    There are boundaries – meaning that some people will be
    considered members and others non‐members.
    It exists for the purpose of achieving some collective goal
    People do things in organizations in a certain way and against
    a background of specific context.
    Question:
    Can an organization exist independently of its people?
    The organization as a system of
    meaning
    An organization is defined by it’s people.
    An organization is more than a written set of rules and regulations.
    Without people there can be no organization.
    People give the organization meaning and purpose.
    An organization devoid of people is simply an empty shell.
    The boundaries of operation, roles, procedures, policies and criteria
    for membership are all defined by people.  
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    THE
    ORGANIZATION
    Formal Sub‐System
    Strategy, goals, facilities,
    structure,   equipment,
    operations, technology,
    management        
    leadership,  culture,                         
    politics,
    Conflict, co‐operation
    INPUTS
    raw materials, supplies
    information,  resources
    organisational
    goal achievement,
    Products, Services,
    customer support,
    employee satisfaction
    OUTPUTS
    The Organisation as a system
    Informal Sub‐System
    Senior, B., 2005
    Key points regarding Organizations &
    People
    In a formal systems context ORGANIZATIONS are founded on
    STRATEGIES, MISSIONS, OBJECTIVES and  ROLES which can exist
    independently of people. (An objectivist view somewhat removed
    from reality) 
    PEOPLE formulate and implement strategies, state missions, set
    objectives and fulfil roles which can also be done independently of
    the system. (A subjective view which reflects the reality that we
    deal with)
    Question:
    What are we trying to change in organizations? Systems, structure,
    products, services, people or all of these? 
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    An Integrated Change Approach
    Process
    Technology
    People
    Strategy,
    Operation &
    Structure
    Organizational
    Change
    Characteristics of Organizations
    Organizations like stability, routine, order, structure,
    predictability, control and no surprises.
    What does change bring about?
    Change is disruptive, unusual, disorderly, ad hoc,
    unpredictable, difficult to control if at all and full of surprises!
    “For every successful corporate transformation there is at least
    one equally prominent failure”
    Ghoshal and Bartlett (2000)
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    So what? Why do we need to know
    about Change Management?
    From an objectivist point of view – change the rules and
    regulations, tell everybody and fire those who don’t follow
    them.
    From a subjective point of view you cannot control or manage
    the change initiative (read – “strategy execution”) anyway, you
    can only facilitate it and hope it turns out ok.
    Is there a third alternative? A combination of the two that
    could drive change better?
    Why is change management so important?
    Many organizations do an excellent job at crafting strategy.
    However, as many organizations ignore the difficulties of
    implementing that strategy.
    Change management fits between strategy formulation and
    strategy implementation.
    Understanding the magnitude of strategy implementation,
    planning for the changes needed and possessing the skills to
    manage the transition enables successful execution. 
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    The Change Management Bridge
    Strategy
    Formulation
    Strategy
    Implementation
    Change Management
    Strategy
    Execution
    Strategy
    Formulation
    Strategy
    Implementation
    Change Management
    Strategy
    Execution
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    Strategic change
    According to Hill, Jones & Galvin this is easy ‐ There are three major
    types of strategic change:
    Hill, Jones  & Galvin, 2006
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    Re‐engineering and e‐engineering
    Re‐engineering:
    The fundamental redesign of structure or processes to achieve
    dramatic improvement (Good concept – but badly interpreted by
    Hammer and Champy in ‘Re‐engineering the Organization’)
    E‐engineering:
    Change focused on the introduction of new software systems
    Internet‐based systems can affect structure and control system
    operation
    Restructuring
    Reduce operating costs by:
    reducing levels of differentiation and integration
    reducing the number of employees
    A response to:
    unforeseen changes in the external environment
    lack of continuous monitoring of the internal environment
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    Innovation
    Introduction of new products and/or development of new processes to
    produce new products;
    Outcomes of research and development are often uncertain;
    High levels of risk;
    Difficult to manage.
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    Developmental (incremental, evolutionary,
    adaptive) Change
    Hardly noticeable and scaled at the individual level;
    Occurs over a relatively short period of time;
    Focuses on improving what already exists;
    Usually little disruption;
    Can be implemented in many different parts of the system;
    Also known as ‘tweaking’ or ‘fine tuning’ the system;
    People generally accept and marginally adapt their behaviour to suit the
    new requirements. 
    Transitional (reconstructive) Change
    Key feature is that the change is deliberate.
    Well planned and implemented over a controlled period.
    Comprises several steps, phases & short term projects.
    Moves from a known state, through transition to a new state.
    Degree of management is more complex and ‘hands on’.
    Useful in mergers, acquisitions and restructuring or when new products,
    technology and services are introduced.
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    Transformational (radical, paradigmatic,
    revolutionary) Change
    Venturing into the unknown – the new state is undefined..
    Preceded by chaos, disaster or uncertainty.
    Time period not easily controlled.
    Driven by considerable urgency.
    Catalyzed by a change in beliefs and a growing awareness of
    what is possible.
    Failed initiatives usually result in death of the organization.
    Extremely resource intense on the input side.
    Strategic Change –Balogun& Hope‐
    Hailey
    There are four types of change:
    Evolutionary;
    Revolutionary;
    Adaptive;
    Reconstructive.
    These types are defined in terms of two dimensions:
    The end result of change – the extent of change required and the
    expected outcomes;
    The nature of change ‐ the way this change will be implemented,
    whether this will be incremental or radical (all at once).
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    Strategic Change –Balogun& Hope‐Hailey
    Evolution Adaptation
    Revolution Reconstruction
    Nature
    End Result
    Incremental
    Radical
    Realignment Transformation
    Adaptation:
    less fundamental
    change implemented
    slowly through staged
    initiatives.
    Change Path: Adaptation
    Re‐alignment
    Incremental
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    Re‐Construction:
    change undertaken to re‐
    align the way the
    organization operates,
    but in a more dramatic
    manner than adaptation. 
    Often forced and re‐
    active due to a changing
    competitive context.
    Change Path: Re‐construction
    Re‐alignment
    Big Bang
    Evolution:
    transformational change
    implemented gradually through
    different stages and inter‐related
    initiatives.  Likely to be planned,
    pro‐active change undertaken in
    response to anticipation of the
    need for future change.
    Change Path: Evolution
    Transformation
    Incremental
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    Revolution:
    transformational change that
    occurs via simultaneous
    initiatives on many fronts, and
    often in a relatively short space
    of time.  More likely be forced
    and re‐active, due to the
    changing competitive conditions
    the organization is facing.
    Change Path: Revolution
    Transformation
    Big Bang
    Strategic Change –Pathways
    Evolution:
    Creating and
    embedding
    cultural change,
    strategic
    Adaptation:
    Tweaking the system,
    Tactical
    Revolution:
    Chaotic, major
    uncertainty, possible
    death, not strategic*
    Reconstruction:
    Reconfiguring the
    Business, strategic
    Nature
    End Result
    Incremental
    Radical
    Realignment Transformation
    * Usually a ‘knee‐jerk’ response unless deliberately initiated.
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    Where is the cultureof your business on this
    continuum?
    Fragmented:
    Dysfunctional relationships
    High levels of conflict
    High absenteeism
    Low interpersonal activity
    Organizational drift
    One‐way communication
    Low productivity
    Dissatisfied employees
    Disparate approaches
    Hidden agendas
    Low trust
    No commitment
    No new ideas/suggestions
    Integrated:
    Your position on this continuum will determine the type of change
    needed to move you toward an integrated culture.
    Revolution Reconstruction Adaptation Evolution
    Cohesive, productive relationships
    Low levels of interpersonal conflict
    Low absenteeism
    High interpersonal collaboration
    Shared Organizational values
    Multi‐channelled communication
    High productivity
    Satisfied employees
    Common approaches
    Open agendas
    High trust
    Commitment to a common vision
    Frequent new ideas/suggestions
    An inclusive culture
    Few businesses are expected
    to be situated at this end of
    the continuum.
    More businesses are expected
    to be situated at this point
    Few businesses are expected
    to be situated at this end of
    the continuum.
    Some questions to consider…
    Which type of change fits best with executing a new strategy?
    Does some kind of change take place all the time?
    If you had developed a new strategy for the business, which
    type of change would you use to implement it?
    Is there a clear pathway to change?
    Is change pretty much a trial and error process?
    What happens if your first initiatives don’t work?
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    The Change Management Bridge
    Strategy
    Formulation
    Strategy
    Implementation
    Non‐strategic Change
    Reconstruction
    Evolution
    Adaptation  Revolution
    Strategic Change
    Some questions to consider…
    Does an organization really change when following an
    evolutionary approach?
    Is reconstructive change much more successful than a
    revolutionary approach?
    Your boss walks into your office and tells you to change the
    culture of your operation. Which approach would you choose
    to achieve this outcome?
    How long do you think it takes for the first effects of a
    reconstructive change project to be felt in an organization?
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    Greiner’s organization growth model
    Phase 1
    Phase 2
    Phase 3 Phase 4 Phase 5
    Large
    Size of
    Organization
    Small
    Young
    Age of organization Mature
    Evolution
    1. crisis of
    leadership
    2. crisis of
    autonomy
    3.crisis of
    control
    4. crisis of
    red tape
    5. crisis
    of ?
    1. creativity
    2. direction
    3. delegation
    4. coordination
    5. collaboration
    Source: Greiner 1974
    Revolution
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    Business
    Initiation
    Business
    Growth
    Business
    Maturity
    Phases of Organizational
    Evolution  
    Business
    Decline
    •Unclear goals
    •Reactive
    •Too flexible
    •Challenge response well balanced
    •Flexible & versatile
    •Self generating momentum
    •Rely on past success
    •Resistance to Change
    •Loss of flexibility
    •Matured
    •Crisis
    •No direction
    •Probable death
    Types of Organizational
    Change  
    Adaptation
    Revolution
    Death
    Evolution
    Reconstruction
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    Effort +
    Return +
    Organizational
    Transformation 
    Return ‐

    Managing_Organizational_Change assignment 代写
    Letting go of the old to embrace
    the new
    Resistance
    to change
    Organizational
    Transformation and Strategy  
    The key is not to wait until
    maturity before initiating
    change, but to constantly review
    strategy and have the capacity 
    to change built into the
    business to transform earlier
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    Organizational
    Transformation and Strategy 
    An adaptable organization with built in
    capacity rarely reaches maturity and
    keeps rejuvenating itself  by constantly
    reviewing strategy, continuous
    improvement and innovation 
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    The change kaleidoscope: contextual features (Balogun & Hope‐Hailey, 2008)
    The Context of Change
    Contextual Features: Key Points
    There are 8 contextual features: time, scope, preservation,
    diversity, capability, capacity, readiness and power
    Understanding how each feature individually impacts on the design
    choices is critical
    Time and scope alone are often erroneously used to determine the
    type of change – other features also have an impact creating the
    need for a change path
    Preservation is the flip‐side of scope, but requires separate
    consideration to avoid the less of key organisational assets
    Capability and Readiness for change among staff are often over
    estimated by senior managers
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    Contextual Features: Key Points
    Capacity includes staff time as a resource – this is not to be
    confused with the contextual feature time for change
    Understanding of power requires good stakeholder knowledge
    A consideration of the contextual features will not automatically
    give you the right choices (although it is likely to reveal the wrong
    ones)
    The key skill is using the contextual features together to judge how
    the context needs to impact on the design choices
    The Contextual Features of Change
    Time – How quickly is change needed?
    Scope – What degree of change is needed?
    Preservation – what needs to be maintained / protected during the
    change?
    Diversity – How diverse are the elements of the organization?
    Capability – How capable are managers / personnel in
    implementing change?
    Capacity – How much resource can the organization invest?
    Change readiness – Is everyone and the organization ready for
    change?
    Power – Where is the power vested within the organization?
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    Contextual Features ‐Time
    How much time an organization has to deliver change should
    have been determined by the strategic analysis.
    If there is limited time then change initiatives are more likely
    to take the form of reconstruction or revolution.
    The style of management delivering such initiatives is more
    likely to be top‐down driven with a directive style.
    The change target is more likely to focus on behaviours and
    /or outputs.
    If there is more time then there could be more emphasis on
    an evolutionary transition.
    It is then more likely it will be driven by a call for more
    participation and a navigation or coaching style of
    management. 
    Contextual Features ‐Scope
    Determined by how much change is necessary – breadth (whole or part
    of the  organization) and depth (down to what level).
    If the scope is broad, deep and driven by time constraints your only
    choice could be revolution.
    If it is a reshuffle of management for example then it could be
    reconstructive / evolutionary.
    If the change is deep, but limited to one area in the organization then it
    could be an adaptation or evolutionary. 
    The target of the change will always be affected by the scope and can be
    aimed at all three – outputs / behaviours or the paradigm.
    How broad or deep the scope of the change will have an impact on the
    complexity and coordination of the change initiative
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    Contextual Features –
    Preservation
    Preservation is the extent to which it is important to maintain
    continuity of practice or to protect assets.
    A business must continue to provide services / products despite
    the many changes it may be undertaking.
    Assets can be tangible (e.g., scarce raw materials) or intangible
    (e.g., intellectual capital).
    There are also cultural aspects to the organization which may need
    to be preserved. 
    What needs to be protected or preserved will influence the choice
    of change design and the change target.
    Time and scope together with preservation set the boundaries for
    the change initiative
    Contextual Features –
    Diversity
    This is the degree to which diversity exists amongst staff groups affected
    by the change, homogeneity vs. heterogeneity.
    Heterogeneity occurs within an organization because of different national
    cultures, sub‐cultures or different professional cultures.
    The impact of these differences will affect staff loyalty and commitment
    to the change initiative.
    It also influences the degree to which the change initiative is designed to
    increase or reduce levels of diversity. 
    Change initiatives will differ across regions (multinational companies).
    The higher the degree of heterogeneity in the organization the more
    complex, time consuming and risky the change initiative.  Education and
    collaboration become vital. 
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    Contextual Features –
    Capability
    An assessment of how capable the organization is at managing
    change.
    Capability must be measured at a personal and collective
    management level.  
    Line management capability has been found to be the key
    differentiator in change success or failure.
    Experience and competence in revolutionary change at a
    managerial level is critical – if you don’t have it, hire it in. 
    The type of change initiative can be determined by the degree of
    capability present in the organization.  
    Revolutionary change needs a high degree of change capability, 
    reconstructive change allows for change training to take place
    Contextual Features –Capacity
    Capacity refers to the amount of resources the organization can invest in
    the proposed change in terms of cash and staff.
    Change interventions that involve management development and training
    are expensive and require considerable investment.
    Time is a very valuable resource particularly for management who must
    ensure the business continues to operate whilst implementing changes.
    People need to be capable of dealing with change but must also be
    available in quantity to provide momentum to drive the change initiative
    forward.
    Higher levels of capacity are needed for collaborative, educative or
    participative styles of change.
    Resistance to the initiative, sabotage and conflict are an enormous drain
    on capacity. 
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    Contextual Features –
    Readiness
    Readiness refers to the extent to which staff are aware of the need for
    change AND the amount of personal commitment there is toward
    changing individual skills, attitudes, behaviours and work practices.
    Low awareness of the need for change is a result of inadequate
    communication.
    Those tasked with change must lobby for support and sponsorship from
    those with the power to get things done and who are ultimately
    accountable for the performance of the organization. 
    If personal change is not perceived by staff as necessary then a
    collaborative and participatory style needs to be followed.
    A low level of change readiness needs a high degree of visibility and
    commitment from management.
    Regular and prolific communication is of the utmost importance.
    Contextual Features –Power
    There are two perspectives to power – the personal power
    exercised by individuals or groups and secondly the power of the
    organization as a whole to determine its own future. 
    A stakeholder analysis is a valuable tool in  determining the power
    structure in organization.
    Low commitment to the change initiative usually stems from self‐
    interest.
    Powerful individuals can either block or facilitate directive change
    initiatives.
    When the target of change is the value base or the culture of the
    organization it is crucial to get key decision makers on board.
    Ensure management has been trained in conflict management and
    resolution.
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    Visualizing Context
    Strategy
    formulation
    CONTEXT
    Change
    Planning
    Time
    Scope
    Preservation
    Diversity
    Capability
    Capacity
    Readiness
    Power
    Change
    Design
    Change
    Target
    Mgt.
    Style
    STRATEGY
    EXECUTION
    Communication
    Problem research
    Task groups
    Coordination
    Resistance
    Education
    Commitment
    Action  
    Strategy
    implementation
    Deciding which type of change is
    necessary …
    How far do we want to go? Is it too far or not far enough?
    Is this the ‘path of least resistance’ or what is truly required?
    What kind of results are we looking for, long & short term?
    Do we want permanent change now or will this make future change
    more difficult to implement?
    How much change can the organization absorb all at once or
    cumulatively?
    Are there hidden motives and agendas undermining the change?
    Can the changes be presented positively? If not, why not?
    What happens if we do nothing?  
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    Deciding how much change is necessary …
    For adaptive (incremental) change:
    When policies & procedures are being refined.
    When projects focused on short term cost/quality
    improvements are sought.
    Improving the skill base of incumbent employees through
    training and development.
    Improving department efficiencies.
    Promoting accepted values, norms and behaviour.
    Clarifying lines of authority and established roles. 
    Deciding how much change is necessary …
    For reconstructive (planned, radical) change:
    When implementing strategic re‐alignment or a new strategy.
    When restructuring the organization in response to a new
    strategy.
    When productivity slumps and quality is being sacrificed.
    Introduction of new technology, new products, new services.
    When department  objectives are redefined and new long
    term initiatives are introduced.
    Can be organization wide or department specific.
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    Deciding how much change is necessary …
    For revolutionary (radical) change:
    When the core mission and values of the organization must
    change.
    When the authority structure of the organization is replaced /
    removed.
    Major restructuring and downsizing exercises.
    When something in the external environment radically
    impacts of the nature of the organization.
    When networks are drastically altered with new alliances,
    processes, reporting structures and decision making
    authority.
    Mergers, acquisitions and business sales to new owners.
    At the end of the day …
    Shouldn’t organizations be adaptable and flexible enough to
    change at a moments notice?
    Doesn’t some form of change occur all of the time in our
    organizations?
    In recognition of the above, do you think it would ever be
    necessary to radically alter the position and direction of an
    organization? If so, under what circumstances?
    Isn’t the ‘new employee’ already change prepared by the time
    they arrive on your doorstep?
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    THE
    ORGANIZATION
    Formal Sub‐System
    Strategy, goals, facilities,
    structure,   equipment,
    operations, technology,
    management        
    leadership,  culture,                         
    politics,
    Conflict, co‐operation
    INPUTS
    raw materials,
    information,  resources
    organisational
    goal achievement,
    Products and Services,
    employee  satisfaction
    OUTPUTS
    The Organisation as a system
    Informal Sub‐System
    Senior, B., 2005
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    The organizational iceberg
    The formal organization
    The informal organization
    If you introduce programmatic change into the organization
    i.e. programs designed to change people, and by
    extension the informal organization, your efforts will fail !
    You are trying to change your business ‐ not the people in it.
    Use the informal organization and your people to take
    responsibility for solving the formal business issues
    confronting you.
    An absolutely critical point:
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    Key points
    The formal organization, because of its explicit nature, is relatively
    easy to change and deal with.
    The informal organization is implied through culture, people’s
    behaviour, attitudes, styles, etc., and can only be assumed.
    Of the two, it is the informal organization which is the most
    powerful in change and the true measure of success in a change
    initiative – BUT YOU CANNOT OVERTLY DO ANYTHING TO CHANGE
    IT !
    The measure of success in Change
    Commitment ‐ A significant number of employees must display
    behaviour consistent with strategic success.
    Cooperation ‐ Advantage is secured through greater cooperation
    between departments who act jointly on cost, quality and
    innovation.
    Competence ‐ People have broadened their skill base and the
    capacity to change has been embedded in the organization’s value
    system.
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    Culture –a critical gateway
    Organizational, religious, ethnic, professional and country
    centric Culture are all patterns of thinking, feeling, and
    reacting that are shared by a specific group and displayed
    through their behaviour.
    Culture is the collective programming of the human mind that
    distinguishes one group of people from another.  (Hofstede, 1981,
    p24)
    Culture is ‘how things are done around here’.  (Drennan, 1992, p.3)
    Key points
    If you don’t understand the organization’s culture AND how you
    respond to it, the chances of success in a change initiative are
    remote.
    Increasing workplace diversity and the influence of frequently
    shifting external factors means that an organization’s culture is
    constantly evolving.
    The essence of organizational culture is embodied in its
    fundamental values and belief system. If this is sound, why would
    you want to change it?
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    Key points
    “If an organization is to meet the challenges of a
    changing world, it must be prepared to
    change everything about itself
    except its basic beliefs
    as it moves through corporate life. …
    The only sacred cow in an organization
    should be its basic philosophy for doing business.”
    Thomas J. Watson Jr. – IBM 1963
    Key points
    A value is a fundamental belief.
    They are an organization’s essential and enduring tenets ‐ a small
    set of general guiding principles;
    not to be confused with specific culture or operating practices;
    not to be compromised for financial gain or short term
    expediency.
    Collins & Porras, 1996
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    Change at a ‘values’ level
    Company Values People’s Values
    Shared Values
    Change  Change
    Those ways that
    will not change
    Those people that
    will not change
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    Culture Change vs. Organizational Change, what
    are your options?
    Ignore the culture – at your peril! (while the gorilla pulverizes
    you!)
    Manage around the culture – Schwartz & Davis (1981) –(Don’t
    wake the gorilla up in the first place!)
    Change the culture to fit the strategy – requires strong leadership
    and unity of management. (Have you ever been beaten up by a
    gorilla?)
    Change the strategy to fit the culture – reducing output
    expectations (pacifying the gorilla – handing out bananas, and
    getting nowhere)
    Changing the Culture
    Gain employee commitment through working on business
    problems.
    Develop a shared future vision and strategy that people can
    believe in and which enables competitiveness.
    Gather support through competence, communication and
    rewarding behaviour in line with the vision.
    Start small, end big and from outside to the centre.
    Institutionalize change capacity through formal policies and
    procedures.
    Monitor and fine tune strategies through the barriers but keep
    the tempo up. 
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    The Cultural Web of an organization
    The
    paradigm
    Stories
    Symbols
    Power
    structures
    Routines &
    Rituals
    Organizational
    structures
    Control
    systems
    (Johnson & Scholes, 1998)
    What are you trying to change?
    If you are trying to change organizational outputs then the
    primary focus should be on Controls, secondarily the
    organizational structure.
    If you are trying to change behaviours then your primary focus
    should be on Controls, Organizational Structure and the Power
    structure; secondarily on Routines, Stories and Symbols
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    Targeting organizational outputs
    The
    paradigm
    Stories
    Symbols
    Power
    structures
    Routines &
    Rituals
    Organizational
    Structures
    Secondary
    Control
    Systems
    Primary
    (Johnson & Scholes, 1998)
    Targeting organizational behaviours
    The
    paradigm
    Stories
    Sec.
    Symbols
    Sec.
    Power
    Structures
    Prim.
    Routines &
    Rituals
    Sec.
    Organizational
    Structures
    Prim.
    Control
    Systems
    Prim.
    (Johnson & Scholes, 1998)
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    What are you trying to change?
    If the target of change is the fundamental values and beliefs
    (which ultimately drive behaviour in the organization) then a host
    of interventions are needed which will include:
    intensive communication;
    education and training;
    personal development interventions;
    counselling services and
    an overhaul of the rules and regulations that govern the
    organization.
    The primary focus of the change will necessarily be the Paradigm,
    however this needs to be supported by changes in all aspects of
    the web FIRST!
    Targeting organizational culture
    The
    Paradigm
    Primary
    Stories

    Managing_Organizational_Change assignment 代写
    Sec.
    Symbols
    Sec.
    Power
    Structures
    Sec.
    Routines &
    Rituals
    Sec.
    Organizational
    Structures
    Sec.
    Control
    Systems
    Sec.
    (Johnson & Scholes, 1998)
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    Three Change states:
    To achieve change it is necessary to:
    Assess the current organizational situation;
    Define the desired future organizational state;
    Determine how to get there.
    Current
    State
    Future
    State
    Transition
    Mobilise Move  Sustain
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    Source: Based on Adams, J., Hayes, J. and Hopson, C. (1976) Transition: Understanding and Managing Personal Change, London: Martin Robertson & Company
    The transition curve
    Linking organisational and individual
    change
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    Change Implementation
    When to use reconstructive transitional change
    implementation practices:
    When the change is major, resulting in significant
    disruption to the workplace
    When there is a high cost of implementation failure
    When there is a high risk that certain human factors could
    result in implementation failure
    Mobilising
    “Motivation Management” is the process of consciously
    surfacing, orchestrating, and communicating certain
    information in order to generate the appropriate level of
    motivation to discontinue the status quo
    Motivation Management and Solution Selling are equally
    important to the successful implementation of change
    Motivation Solution
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    Clarify the Vision
    Why is it
    Important to
    the
    Business?
    What’s in it
    For me ?
    Why is this
    Change
    necessary?
    Clearly Define and Clarify the Vision
    Description:
    The vision for the future state must be defined at a strategic
    and tactical level, including the human attributes required
    for success
    The vision must be meaningful to members at all levels in
    the business
    Benefit
    Clearly‐defined behaviour, knowledge, skills, and belief is
    necessary in the future state
    Risks
    Omitting the effects of changing processes and technology
    will have on the business and its members
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    Principles of Sponsorship
    Sponsorship is the most critical factor for successful
    change
    Weak sponsors must be educated or replaced or failure is
    inevitable
    Sponsorship cannot be delegated to agents
    “Initiating” and “Sustaining” sponsors must never attempt
    to fulfil each other’s functions
    Cascading sponsorship must be established and
    maintained
    Develop Change Agent and Advocacy Skills
    Description
    Change agents who have the ability and willingness to
    manage and advocate for the human and technical aspects
    of the change are vital to implementation success – just
    don’t call them Change Agents!
    Benefits
    Change agents have the skills required to manage the human
    aspects of change in a structured manner
    Risks
    Assuming change agents and advocates can deal with any
    implementation problem without training and support
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    Example Dimensions for Successful
    Change Agents
    Establish Parameters
    Understand Dynamics of Change
    Value Individuals
    Respect differing Frames of Reference
    Develop Plans of Action
    Establish Synergistic Relationships
    Utilize Alternative Communication Styles
    Build Commitment
    Anticipate and Manage Resistance
    Understand Power and Influence
    Exhibit Professional Behaviour
    Assess and Plan for Change Target
    Response
    Description
    Determine strength of and reasons for resistance to change
    so action plans for advancing the change can be prepared
    Benefits
    Smoother change implementation
    Risks
    Assuming resistance is a sign that the change is wrong
    Assuming resistance to change is permanent
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    Signs of Resistance
    Being critical
    Finding fault
    Ridiculing
    Appealing to fear
    Using facts selectively
    Blaming or accusing
    Sabotaging
    Intimidating or
    threatening
    Manipulating
    Distorting facts
    Blocking
    Undermining
    Starting rumours
    Arguing
    Malicious compliance
    Failing to implement
    Procrastination
    Feigning ignorance
    Withholding information,
    help
    Standing by and allowing
    change to fail.
    Reasons for Resistance
    Lack of Vision
    Poor Implementation
    History
    Lack of Middle
    Management Support
    Lack of Understanding or
    Belief
    Low Risk‐Taking
    No Consequence
    Management
    Failure to Anticipate
    Resistance
    Poor Management or
    Resistance
    Lack of Time
    Poor Follow‐Through
    Lack of Synergy
    Rhetoric Versus Results
    Lack of Clear
    Communication
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    Stages in dealing with Resistance
    Educate, inform and communicate
    Participation and involvement
    Facilitation and support
    Negotiation and agreement
    Manipulation and co‐option
    Explicit and implicit coercion
    You won’t always achieve 100%!
    Company Values People’s Values
    Shared Values
    Change  Change
    Company Values People’s Values
    Shared Values
    Change  Change
    Those ways that
    will not change
    Those people that
    will not change
    Those ways that
    will not change
    Those people that
    will not change
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    Creating Cultural‐Organizational Alignment
    Description
    To succeed, future state change objectives must be
    consistent with the organization’s culture and people
    processes
    Culture and people processes may need to change to
    support and sustain the change implementation
    Benefits
    People processes and organization systems (i.e.,
    performance management, organizational structure,
    compensation, etc.)
    Risks
    Omitting corporate culture as a key variable to
    implementation success
    Continual Assessment of Internal/External Events
    Description
    The business must stand ready for unexpected
    internal/external events that can jeopardize or enhance
    successful change implementation
    Benefits
    Emerging events that can impact the change effort are
    managed
    Minimized disruptions in momentum
    Able to take advantage of opportunities and manage
    problems
    Risks
    Assuming a transition management plan is rigid
    Assuming relatively constant business environment
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    Internal/External Organizational Events
    Competing Initiatives
    Too Many Initiatives
    Sponsor Situation
    Business Economics
    Industry Trends
    Stock Market
    Prepare Sponsors for
    Events
    Play “What If” Scenarios
    Reinforce the “Business
    Imperative”
    Build Improvement
    Portfolio
    Expand Sponsor
    Commitment
    What to Look For What to Do
    Develop Comprehensive Implementation
    Architecture
    Description
    Develop a comprehensive, fully‐integrated plan, that
    addresses the human aspects of the change
    Benefits
    Understanding that structure and discipline need to be
    applied to planning and executing all major changes
    Risks
    Falling back on “spray and pray” approach
    Inadequate resources allocated for complete, sustained
    change
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    1. Deciding to take Urgent Action
    Examining the market and competitive realities
    Identifying and discussing the critical issues, potential crises and
    opportunities facing the organization.
    Listen, listen, listen! Talk to the rogue employees, the ‘black
    sheep’, the people out there with good ideas.
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    2. Creating the Visionary Community
    Assemble a committed team with the collective power to
    get action.
    Get the group to work like a team ‐ focus, value base,
    empower and hold accountable for results.
    Lead the team toward the next step ‐ strategic visioning.
    3. Communicate a Clear Strategic Vision
    What is this business trying to achieve? (Strategic intent)
    What is this organization’s purpose? (Reason to exist)
    What are its leader’s motives? (The difference between motive
    and strategy)
    How does the organization relate to its outside environment.
    (Strategic Alliances)
    What issues are confronting the business?
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    4. Communicating the Strategy
    Use every means possible to communicate the new vision,
    values and strategy.
    Don’t just communicate ! Enthuse, walk the talk Model the
    behaviour you are looking for and make sure everyone sees
    it.
    Visibly support those behaving consistently with the change
    and celebrate with them.
    5. Empowering Action
    Getting rid of obstacles
    Authorizing system and structural changes that undermine or
    inhibit strategy implementation.
    Supporting others in new roles, encouraging risk taking and
    innovative ideas, activities and actions.
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    6. Start small ‐End Big
    Do not try to transform all at once and overnight.
    Start at the periphery and work your way toward the centre. The
    “outward in” approach.
    Generate short term wins and communicate them
    Visibly recognize and reward those who made the wins possible.
    7. Instilling Change
    Using the short term wins and outward in approach to change all
    systems and structures in line with the new vision.
    Employing, promoting and developing people who can visualize
    the strategy and believe in it.
    Constantly perpetuating change by dealing with new issues,
    creating accountability and empowering others.
    Developing competencies to deal with rapid and unpredictable
    events which arise.
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    8. Creating Continuity
    Ensuring the change capacity is built into the organizational
    structure and its values.
    Constantly developing strong and committed leadership.
    Make it a way of life ‐ never have to say you’re sorry and stop
    reinventing the wheel!
    Strategy is iterative ‐ revisit it frequently.
    Be guided by your values ‐ if you can make all important
    decisions based on these you will achieve sustained strategic
    success.
    A final note on Change implementation
    Change begins and ends with business ‐ not change.
    Change is about people. People will surprise you.
    There is information in opposition.
    You can’t draft people into change, they have to enrol.
    Forget balance, create tension.
    Even if the company doesn’t change ‐ you will.
    Change is everyone’s responsibility.
    It’s far better to learn and grow than die carefully.
     
     Managing_Organizational_Change assignment 代写