ORGANIZATION CHANGE MIDTERM 1

Director

Believe change can be planned and controlled

Navigator

Managers guide change but cannot fully control all outcomes.

Caretaker

• Managers have limited control because outside forces (powerful internal and external forces) are stronger

Coach

developing employee skills and capabilities

Interpreter

Managers create meaning and help people make sense of change.

Nurturer

Managers nurture conditions that allow positive change to emerge.

External Pressures

Forces outside the company causing change EX Competition ,Demography, Technology, Reputation

Internal Pressure

Forces inside the company causing change. Growth, New CEO, Corporate identity

Gap Analysis

A tool that asks: Where are we? Where do we want to be? How do we get there?

PESTLE

A framework used to analyze external environmental factors.

Political
Economic
Social
Technological
Legal
Ecological

Force-Field Analysis

A tool that identifies forces helping and resisting change.

Stakeholder Analysis

A tool used to identify stakeholder power, interest, and influence.

CW 3-Level Framework

A model that analyzes organizational, group, and individual factors.

Organization Level

Examines strategy, structure, culture, and organizational effectiveness.

Group Level

Examines team goals, norms, and effectiveness.

Individual Level

Examines Single employee. skills, autonomy, feedback, and performance.

First-Order Change

Small improvement that improves existing systems. EX Changing store hours.

Second-Order Change

Major Transformational change that fundamentally changes systems or structures. EX Switching from paper scheduling to digital scheduling.

Third-Order Change

Changes beliefs and assumptions that changes underlying ways of thinking

Product Innovation

The development of new or improved products and services.

Operational Innovation

The introduction of new methods or processes that improve operations.

Sustaining Innovation

Makes existing products better

Disruptive Innovation

Innovation that creates a new industry or transforms an existing one.

Organizational Culture

The shared values, beliefs, and norms that influence behaviour

Vision

A desired future state that guides organizational change

Mission

A statement describing what the organization does and why it exists.

Effective Vision

A vision that is possible, desirable, actionable, and clearly articulated.

Vision Components

What makes up a vision.

• Why change is needed

• Future goal

• Actions required

Why Visions Fail

Visions fail when they are vague, unrealistic, irrelevant, or overly complex.

Six Images Framework

Management Style + Change Outcomes = Image of Change Manager

Controlling Images

Director
Navigator
Caretaker

Shaping Images

Coach
Interpreter
Nurturer

Intended Outcomes

Director
Coach

Partially Intended Outcomes

Navigator
Interpreter

Unintended Outcomes

Caretaker
Nurturer

Systems Approach

Organization viewed as a system of:

• Inputs

• Transformation Process

• Outputs

• Feedback

Open System

Interacts with and responds to its environment.

Closed System

Little interaction with the external environment

Images of Managing

• Controlling

• Shaping

Change Outcomes

• Intended

• Partially Intended

• Unintended

Controlling

Management focuses on directing and controlling activities.

Shaping

Management focuses on developing capabilities and participation.

Intended Outcomes

Planned change outcomes are achievable.

Partially Intended Outcomes

Some outcomes occur as planned, others do not.

Unintended Outcomes

Many outcomes are beyond the manager's control.

Economic Perspective

Focuses on shareholder value and organizational performance.

Associated with:

• Director

• Navigator

• Caretaker

Organizational Learning Perspective

Focuses on developing capabilities and adaptability.

Associated with:

• Coach

• Interpreter

• Nurturer

External Pressures

Forces outside the organization that drive change.

Internal Drivers

Forces within the organization that drive change.

Threat-Rigidity

Pressure causes organizations to become more rigid instead of adapting.

Bridging

Adapting to changes in the external environment.

Buffering

Protecting the organization from environmental changes.

7-S Framework

Structure, Systems, Style, Staff, Skills, Strategy, Superordinate Goals

Six-Box Model

Purpose, Structure, Rewards, Helpful Mechanisms, Relationships, Leadership

Star Model

Strategy, Structure, Processes, Reward Systems, People Practices

Four-Frame Model

Structural, Human Resource, Political, Symbolic

Receptive Organizational Context

Measures how ready an organization is for change.

Absorptive Capacity

Ability to acquire, understand, transform, and use new knowledge.

SWOT

Strengths, Weaknesses, Opportunities, Threats

Porter's Five Forces

Supplier Power, Buyer Power, Threat of Substitutes, Threat of Entry, Competitive Rivalry

Planned Change

Change that is intentionally designed and implemented.

Emergent Change

Change that develops naturally over time.

Incremental Change

Small, gradual improvements.

Transformational Change

Large-scale fundamental change.

Five Habits of Disruptive Innovators

Associating, Questioning, Observing, Experimenting, Networking

Digitalization Opportunities

• Enhance interaction

• Improve decisions

• Create new business models

Vision Components

• Why change is needed

• Desired future

• Actions required

Characteristics of Effective Vision

• Possibility

• Desirability

• Actionability

• Articulation

Vision Failure

Too vague, specific, unrealistic, complex, or irrelevant