Ogc chap 2
- 1. ORGANIZATIONAL CHANGE (4TH ED.) Barbara Senior & Stephen Swailes Chapter 2: the nature of organizational change
- 2. LEARNING OBJECTIVES By the end of this chapter, you will be able to: describe and discuss the multi-dimensional nature of organizational change; analyze change situations in terms of the different types of change experienced; explain limitations to the ‘common-sense’ approach to managing change arising from cultural, political and leadership influences; critically evaluate the theoretical perspectives relating to the types of change that organizations experience.
- 4. PACE AND SCOPE OF CHANGE
- 5. FOUR TYPES OF CHANGE
- 6. FINE-TUNING TO CORPORATE TRANSFORMATION Defining the scale of change Scale type 1: Fine tuning Scale type 2: Incremental adjustment Scale type 3: Modular transformation Scale type 4: Corporate transformation
- 8. A TYPICAL LIFECYCLE PATTERN Illustration 2.8 1. The entrepreneurial stage 2. The collective stage 3. The formalization stage 4. The elaboration stage
- 9. COMPLEXITY THEORY 1. Chaos Theory 2. Dissipative Theory 3. Complex Adaptive Systems Three implications of applying complexity theory to organizations: 1. Need more democracy in equalization of power 2. A continuous approach based on self-organization to improving products and process 3. Need the presence of order-generating rutles.
- 10. DIAGNOSING CHANGE SITUATIONS Looking for breakpoints: Typical indicators Competitors Customers Distributors Suppliers When several of these are in place, all that is needed is a player, or event, to trigger the breakpoint.
- 11. DIAGNOSING CHANGE SITUATIONS Looking for breakpoints: Divergence Divergence is more difficult to anticipate because it is based on new offering that does not yet exist. If the following are in place, the industry is ready for a new offering that breaks with the past. Customers: restless customers New entrants: restless customers attract new entrants Competitors: experiment with new offerings or look elsewhere for profits Suppliers: new resources and technology a source of divergent breakpoint Distributors: lag behind because they have to adapt to the new offering
- 14. DIAGNOSING CHANGE SITUATIONS Hard (difficult) and soft (messy) problems Difficulties are bounded Messes are unbounded