P Ch2 Images of Managing Change Flashcards
Management as control (images)
- director, navigator, caretaker
Management as control, what it means
- top-down hierarchical view of managing, org. as machine.
Management drives machine in certain directions
Management as shaping (images)
(coach, interpreter, nurturer)
Management as shaping
- 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
What do capabilities provide the org. with?
- operational requirements to assist in its effective functioning even in times of high uncertainty. Operational capability tend to endure.
3 strategies for producing intentional change
- empirical-rational strategies:
- normative-re-educative strategies
- power-coercive strategies
empirical-rational strategies
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.
normative-re-educative strategies
- when people gain commitment to new normative orientation
- intentional change involves changing the attitude and values not only knowledge and information
power-coercive strategies
those with greater power achieved change by gaining compliance in behavior from those with lesser power.
by legitimate or coercive means
Two forces of unintended change outcome
internally: includes departmental or inter-unit policies, and values that are difficult to bridge etc.
externally: confrontational industrial relations environment, legislation, industry wide trends
Director
- 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
Navigator
- 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
Caretaker
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
life-cycle theory
org. as passing through sequential stages from birth to growth, maturity and decline.
- -> caretaker can do little to stop this natural development
Life-cycle theory and developmental stages
- entrepreneurial stage
- collectivity stage
- formalization stage
- elaboration stage
- > caretaker can smooth the various transitions
Population ecology theory
- how the environment selects org. for survival
- whole populations of org. change as a result of ongoing cycles of variation, selection, retention
variation
random change
selection
when environment selects org. that are of best fit to its conditions
retention
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.
Institutional theory
- change managers take similar actions across whole populations of org. because of pressures associated with the interconnectedness of org. within an industry or environment.
coercive
includes government-mandated changes
mimetic
where organizations imitate the structures and practices of other organizations in their field
normative
change occurs through the professionalizing of work such that managers in different org. utilize similar values and modes of operating
coach
- 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
interpreter
- 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
sense-making theory
- 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)
nurturer
- 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.
chaos theory
- 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
confucian/taoist theory
- change as cyclical
- journey oriented
- change as normal
