MANAGING CULTURE
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Transcript MANAGING CULTURE
BA 4226
Managing Organizational Change
Implementing change: change
management, contingency, and
processual approaches
Instructor: Çağrı Topal
1
Change management:
Fundamentals
Director image
The focus is on strategic, planned, and largescale change
Change models include a series of planned
steps
Change models apply to any kind of change
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Change management:
Assumptions/limitations-1
Steps might be used sequentially or
simultaneously
All steps should be implemented
Steps embodying core elements of managing
organizational power, motivating
organizational members, and directing
organizational transition might be
implemented in changing orders
Interrelated and sequential phases might
include rationalization, revitalization, and
regeneration
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Change management:
Assumptions/limitations-2
Implementation depends on implementers
Multiple changes may be in progress
Steps should be tailored to particular needs
Communication should involve involvement
Change is not completely manageable
Change necessitates experimentation
There might be more than one change leader
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Change management:
Kotter’s eight-step model
Establish the need for urgency
Ensure there is a powerful change group to
guide the change
Develop a vision
Communicate the vision
Empower staff
Ensure there are short-term wins
Consolidate gains
Embed the change in the culture
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Change management:
Problems in step-models
Sequence of steps
Number of steps
Duration of steps
Resources at steps
People at steps
One step at a time
Steps without feedback
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Change management vs. OD
Change management has a broader scope
than OD and considers OD’s central concern,
human development, as one feature of
organizational change
The OD practitioner is a third-party
facilitator whereas the change management
consultant acts as a technical expert
OD is a bottom-up approach whereas change
management is a top-down approach
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Contingency approaches:
Fundamentals
Director image
Successful organizational change outcomes
can be achieved
The approach for achieving change outcomes
depends upon the change context
The change context includes the scale of the
change and the receptivity of organizational
members
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Contingency approaches:
Dunphy and Stace’s model
Developmental transitions
Task-focused transitions
Charismatic transformation
Turnarounds
Fine-tuning
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Contingency approaches:
Huy’s model
Commanding intervention
Engineering intervention
Teaching intervention
Socializing intervention
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Contingency approaches:
Reasons for uncommonness
Differing perceptions on contingencies
Lack of clear-cut guidelines
Lack of managerial skills
Perception of inconsistency
Possibility of universal aspects
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Processual approaches:
Fundamentals
Navigator image
Change is a continuous, often political,
process
Change unfolds contextually
Change outcomes are the result of a complex
interplay of different perspectives and
interests, efficiency concerns, and
environmental conditions
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Processual approaches:
Stages
Problem sensing
Development of concern
Acknowledgement and understanding of the
importance of the problem
Planning and acting
Stabilizing change
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Processual approaches:
Lessons-1
Simple linear change recipes should be
challenged
Change strategies will need to be adapted in
light of the reactions and politics they create
Change takes time and is unlikely to entail
continual improvement
Taken-for-granted assumptions need to be
questioned along the way
Change managers need to learn from stories
of experiences of change, including those of
individual at all levels
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Processual approaches:
Lessons-2
Training programs need to be aligned with
desired changes
Communication needs to occur in context
The substance of change is itself likely to alter
Political processes will be central to how
quickly change outcomes occur
Change involves interwoven, contradictory
processes as well as rewriting of accounts of
the past and the future
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