13: Change And Development Flashcards
Simon, Smithburg and Thompson said that organizations become distinct by the nature of
Their birth
Routinazation of charisma
people devoted to a charismatic leader press for an organization to achieve that leader’s goals.
Max Weber
Downs said that orgs have a 3 stage life cycle. The phases are:
- Struggle for autonomy
- Rapid expansion
- Deceleration
Zealots and advocates are active in this phase of Down’s 3 phase life cycle
Phase 1-struggle for autonomy
Innovation occurs in which phase of Down’s three phase life cycle?
Phase 2- rapid expansion
Phase 3 of down’s life cycle involves
Elaborating on rules, ensuring coordination and accountability
Quinn and Cameron developed a change framework with these 4 stages:
Entrepreneurial
Collectivity
Formalizations and control
Elaboration
Quinn and Cameron’s Entrepreneurial phase
Marshaling resources
Establishing organization
Innovation
Quinn and Cameron’s collectivity phase
Members develop high cohesion and commitment
Mission driven
Team work
Quinn and Cameron’s formalization and controls
Clear lines of authority
Accountability
Rules
Quinn and Cameron’s structural elaboration and adaptation
Adapt, renew, expand
Decentralization
Environmental entropy
An organization’s environment no longer supports the organization. Resources and political support decline
Borins found that successful innovation occurred when there was
Systematic thinking
Programs delivered multiple services
Partnership with other agencies
Light identified four factors that sustained innovation are dependent upon
- External environment
- Internal structure
- Leadership
- Internal management systems
According to Light, organizations that interact with the external environment in these ways have the potential for innovation.
- Center on mission
- Embrace volatility
- Collaborate with stakeholders and clients
- Harvest external support
According to Light, this type of organization has the greatest potential to innovate
Relatively small nonprofit
Organizational learning
Systematic change in behavior or knowledge informed by experience
Improvisation
Deliberate fusion of the design and execution of a novel production
Includes both planning and spontaneity
Real-time learning
Resilience
Ability and determination to contend with adversity, drastic change and novel risks
Three decision tools that increase resilience according to Suarez and Montes
Routines
Heuristics
Improvisation
Daft discusses four types of change:
- Technology changes
- Administrative changes
- Changes in products or services
- HR changes (training, development, recruitment)
Richter argued that most approaches to org change have focused on:
Political
Technical
Cultural
Strategic change is coordinating all three
Organizational Development
Changing the human relations aspects of organizations for the better
Assumptions of OD practice
- People have a drive to grow and develop
- Work group is an important factor for employees
- Suppressed feelings are detrimental to satisfaction, trust and cooperation
- Leadership at higher levels shape trust and teamwork throughout the organization
- Win-lose conflict management strategies are harmful
- Collaboration is valuable
Action research model
OD consultant diagnoses organizational problem through surveys, interviews. Helps client interpret results and develop strategies for improvement
Critics of organizational development practitioners say that:
They focus too much on HR or human relations and don’t consider other important factors such as organizational systems or processes (financial or production)
Five structural constraints that make OD challenging in the public sector according to Golembiewski
- Politics-multiple actors have access to decision makers
- Conflicting interests and reward structures
- Administrative hierarchy is fragmented
- Weak relationships between careerists and political appointees
- The political system shifts its interest and the climate for OD can deteriorate
Name two researchers who published similar findings about successful organizational change thirty years apart
Greiner and Kotter
Greiner identified this as critical to successful organizational change
Significant power sharing among employees at different levels.
Greiner, Phase I
Internal and external pressure for change. Widespread perception of performance gaps.
Pressure and arousal
Greiner, Phase II
A new person enters as a change leader; new person analyzes practices and problems; top leaders become heavily involved in reexamination.
Intervention and rehabilitation
Greiner, Phase III
Change leader involves multiple levels in diagnosis, involving significant power sharing.
Diagnosis and Recognition
Greiner, Phase IV
Change leader stimulates widespread search for creative solutions
Intervention and commitment
Greiner, Phase V
Solutions are developed, tested and proven on a small scale; experimentation is encouraged.
Experimentation and search
Greiner, Phase VI
People rewarded; Successes become accepted and institutionalized.
Reinforcement and acceptance
Comprehensive change efforts
Transformational change
Ways that Kotter differed from Greiner
Kotter emphasized vision and talked about the role of a guiding coalition rather than an individual change leader
Kotter’s steps for organizational transformation
- Establish sense of urgency
- Form a powerful guiding coalition
- Create a vision
- Communicate the vision
- Empower others to act on the vision
- Create short term wins
- Consolidate further improvements/changes
- Institutionalize new approach
The modular approach adopted by the SSA drew on the work of
McGregor, Herzberg and Maslow
