P Ch2 Images of Managing Change

Question 1

Management as control (images)

Answer 1

• director, navigator, caretaker

Question 2

Management as control, what it means

Answer 2

• top-down hierarchical view of managing, org. as machine.

Management drives machine in certain directions

Question 3

Management as shaping (images)

Answer 3

(coach, interpreter, nurturer)

Question 4

Management as shaping

Answer 4

• participative management style
• org. as living organization
• final behavior or org. can not be controlled only shaped
• through shaping of actions org. capabilities are enhanced

Question 5

What do capabilities provide the org. with?

Answer 5

• operational requirements to assist in its effective functioning even in times of high uncertainty. Operational capability tend to endure.

Question 6

3 strategies for producing intentional change

Answer 6

• empirical-rational strategies:
• normative-re-educative strategies
• power-coercive strategies

Question 7

empirical-rational strategies

Answer 7

rational choice theory. Effective change occurs when a change can be demonstrated as desirable and aligned with the interest of the group affected by the change.

Question 8

normative-re-educative strategies

Answer 8

• when people gain commitment to new normative orientation

- intentional change involves changing the attitude and values not only knowledge and information

Question 9

power-coercive strategies

Answer 9

those with greater power achieved change by gaining compliance in behavior from those with lesser power.
by legitimate or coercive means

Question 10

Two forces of unintended change outcome

Answer 10

internally: includes departmental or inter-unit policies, and values that are difficult to bridge etc.
externally: confrontational industrial relations environment, legislation, industry wide trends

Question 11

Director

Answer 11

• control and change outcomes as being achievable

- the n-step models of change use the director and say that the intended change can be produced

Question 12

Navigator

Answer 12

• control, outcomes partly emergent
• change managers as navigating the process toward an outcome, not all of which will be intentional
• contextualist or processual (continuous process) theories of change are associated with the navigator
• unanticipated disruptions need to be reviewed and bottom-up involvement needs to be incorporated

Question 13

Caretaker

Answer 13

ability to exercise control which is wanted is severely constrained by a variety of forces

• change is propelled independent of a manager’s intentions
• underpinned by lifecycle, population ecology, and institutional

Question 14

life-cycle theory

Answer 14

org. as passing through sequential stages from birth to growth, maturity and decline.
- -> caretaker can do little to stop this natural development

Question 15

Life-cycle theory and developmental stages

Answer 15

• entrepreneurial stage
• collectivity stage
• formalization stage
• elaboration stage
• > caretaker can smooth the various transitions

Question 16

Population ecology theory

Answer 16

• how the environment selects org. for survival

- whole populations of org. change as a result of ongoing cycles of variation, selection, retention

Question 17

variation

Answer 17

random change

Question 18

selection

Answer 18

when environment selects org. that are of best fit to its conditions

Question 19

retention

Answer 19

forces that retain various org. forms and serve as a counter-influence to the forces of variation and selection
–> caretaker could interact with other organizations to lessen the effect of the environment or also reposition org. in a new market or environment. However, these impacts are minimal.

Question 20

Institutional theory

Answer 20

• change managers take similar actions across whole populations of org. because of pressures associated with the interconnectedness of org. within an industry or environment.

Question 21

coercive

Answer 21

includes government-mandated changes

Question 22

mimetic

Answer 22

where organizations imitate the structures and practices of other organizations in their field

Question 23

normative

Answer 23

change occurs through the professionalizing of work such that managers in different org. utilize similar values and modes of operating

Question 24

coach

Answer 24

• shape, intentionally to ensure that in a competitive situation, it will be able to succeed
• building values, skills, and drills
• theoretical underpinning of OD theory (humanism, democracy, and individual development in org. life)
• helps the org. to structure activities so that the members can solve their own problems and learn to do that better
• nowadays there are techniques designed to transform the whole organization

Question 25

interpreter

Answer 25

• shaping
• creating meaning for others and helping them to make sense of events and actions
• explain what change actually means
• because there are competing meanings within the org. of the same events and actions only some meanings and therefore change intentions are likely to be realized
• interprets needs to be able to provide legitimate arguments and reasons for why their action fits within the situation and why it is legitimate, they need to dominate stories and understandings about the meaning of a specific change
• they are like strategists who enact a view of the world by creating imaginary lines
• is present in Karly Weick’s sense-making theory of org. change

Question 26

sense-making theory

Answer 26

• central focus on structuring processes and flows through which org. work occurs.
• org. as ongoing state of accomplishment and re-accomplishment with routines constantly undergoing adjustments to better fit changing circumstances
  there are four drivers of org. change that shape how capabilities are produced:
• through animation (people remain in motion and experiment with job descriptions)
• by direction (including being able to implement in novel ways direct strategies)
• by paint attention and updating (updating knowledge of the environment and reviewing and rewriting org. requirements)
  through respectful, candid interaction (when people are encouraged to speak out)

Question 27

nurturer

Answer 27

• small changes large impact on org.
• managers can shape and nurture the org. to enable self-organization to occur
• theoretical underpinning of chaos and confucian taoist theory.

Question 28

chaos theory

Answer 28

• change as non-linear, fundamental, not entail growth
• self-organization: adaptive learning and interactive structural change result in spontaneous emergence of a whole new dynamic order

Question 29

confucian/taoist theory

Answer 29

• change as cyclical
• journey oriented
• change as normal