1 - Introduction Flashcards
Lewin’s 1951 model of change
- Three steps
- Critical note
- Unfreeze
- Move
- Refreeze
Too simplistic
Organizations as:
Theseus ship analogy
1.
2.
- Entities: Stable and durable. The ship is always the same ship nomatter how much it changes
- Processes: Every changing, the ship is never the same ship, always changing due to the small changes
Strategy approaches to strategic change
- Content perspective:
- what strategic choices lead to succes
- 20th century and before
- Process perspecive
- How do organizations plan and execute it’s strategy
- late 20th century and later
- More important for this course
Content perspective
Strategic planning and strategy implementation is a rational decision making process
Top management decides, the rest executes
Strategic change consists of:
- change organizational structure
- Planning and resources
- dividing strategy into programs, projects & tasks
Process perspective
Separation of strategic planning and execution is problematic
- makes execution difficult (Unrealistic plans, lack of commitment middle managers, lack of shared understanding between TM & MM/OM
Strategic execution requires always requires changes in Organizational Behaviour
Change leaders must understand underlying barriers
Definition OC
An empirical observation of difference in form, quality, or state over time in an organizational entity.
The entity may be a job, a work group, an organizational strategy, a program, a product, or the overall organization
- Form: a particular in which a thing exists or appears
- Quality: a distinctive attribute or characteristic possed by someone or something
- State: the particular condition someone/thing is at a specific time
Intentional change definition
Change originating from “the purposeful choices of organizational actors intent on achieving a prespecified goal against a backdrop of existing environmental forces” (MacKay & Chia 2013 p. 208)
Unintenional change
Unexpected changes that happen along the way
Levels of analysis
Macro
- Ecological level (environment of organizations)
Meso
- Organizational level
Micro
- Teams or units within an organization
2 Key dimensions of the environment
Market presure
Institutional presure
Market presure
- Focus
- Influence on market presure when
- Key stakeholders
- Leads to changes in
- focus on economic performance (Supply & demand, prices, wages, transaction_
- influence on presure only if organization is a dominant player in the market
- Direct stakeholders (customers, competitors, suppliers)
- Changes in products, services, marketing, production, supply chain management
Institutional presure
- Focus
- Organizational influence on the presure
- Key stakeholders
- Leads to changes in
- Focus on Legitimacy: soccial acceptability of the organization and it’s products (legal rules, norms, values)
- Rarely influenced by the organization
- Indirect stakeholders: media, government, NGO’s
- Changes in (1) Symbolic aspects of the organization and (2) psychological “contracts” between a firm and its stakeholders
Organization change as a vector
4 attributes
- Pace of change (continuous vs. episodic)
- Scope of change (radical vs. incremental)
- Direction of change (topdown vs. bottomup vs. middle-in/out)
- Core Dimentions through which change unfolds: Routines and practices vs. Cognitions and identities vs. Power and politics
