Module 2: Organizational Models Flashcards
What are the different organizational models?
- Lewin’s Change Model
- Action Research Model
- Perrow’s Model
- Kotter’s Change Model
- Adam Smith’s Invisible Hand Theory
- Peter and Waterman’s Well-Managed Model
- Vroom-Yetton Model
Lewin’s Change Model
+ change as a matter of modifying those forces that are acting to keep things stable
+ any behavioral situation is characterized both by forces operating to maintain stability or equilibrium and by forces pushing for change
+ planned for change to occur in organizations with the least amount of tension and resistance
+ the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and, finally, solidifying that new behavior as the norm
What are the important concepts to note in Lewin’s Change Model?
- Intervention
- Evolutionary Change
- Revolutionary Change
- Change Agent
- Client
- Change Resistant
- Change Analysts
- Receptive Changers
- Reluctant Changers
Intervention
Lewin’s Change Model
the program or initiative suggested or implemented by the change agent
Evolutionary Change
Lewin’s Change Model
continual process of upgrading or improving processes
Revolutionary Change
Lewin’s Change Model
drastic changes
Change Agent
initiates the change, usually external to the organization, people who enjoy change and often make changes just for the sake of it
Client
recipient of the change effort
Change Resistant
Lewin’s Change Model
individuals who prefer to keep things the way they are
Change Analysts
not afraid to change or make changes but want to make changes only if the changes will improve the organization
Receptive Changers
people who probably will not instigate change but are willing to change
Reluctant Changers
Lewin’s Change Model
not instigate or welcome change, but they will change if necessary
3 Steps of Change Process (Lewin’s Change Model)
- Unfreezing
- Moving
- Refreezing
Unfreezing
Lewin’s Change Model
+ forces that maintains the status quo are broken down, and the system is opened up for change
+ started by pointing out behaviors and outcomes prevalent in the organization that are not consistent with its goals and objectives
Moving (Changing)
Lewin’s Change Model
real org change begins to happen
Refreezing
Lewin’s Change Model
changes become stabilized, and the organization reaches a new level of equilibrium
Action Research Model
+ social problems that needed to be addressed from both methodological and
social perspective
+ cyclical nature
+ initial research about the organization
+ results from the research could be the guide for further activities
Sensemaking
Action Research Model
what employees do to gain a better understanding of their workplace
Perrow’s Model
+ examined information technology, which refers to all aspects of jobs
+ the structure of the organization adjusts to the technology
+ among the various units of the organization
Kotter’s Change Model
proposed an eight-stage model that essentially broke down Lewin’s 3 steps into subcomponents based on common mistakes he saw organizations make when trying to change
What are the steps in Kotter’s Change Model?
1) Increase Urgency
2) Build Guiding Team
3) Develop the Vision
4) Communicate the Vision
5) Empower Action, Remove Obstacles
6) Create Short-Term Wins
7) Build on Wins
8) Embed changes into culture
Adam Smith’s Invisible Hand Theory
individuals are driven by self-interest and rationality will make decisions that lead to positive benefits for the whole economy
Rational Choice Theory
Adam Smith’s Invisible Hand Theory
individuals use rational calculations to make rational choices and achieve outcomes that are aligned with their own personal objectives
Peter and Waterman’s Well-Managed Model
+ aims at formulating a descriptive model of choice which focuses on the expressive character of decision making
in the organization
+ Based on empirical perception of how successful organizations are being run
Vroom-Yetton Model
provide a flowchart that can tell a leader process to go through when making a decision
