Transcript MANAGING CULTURE - Department of Business Administration

BA 4226
Managing Organizational Change
Images of managing change
Instructor: Çağrı Topal
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Images of managing change
Images of Managing
Dimension
Subdimension
Controlling Shaping
activities
capabilities
Intended
Director
Coach
Navigator
Interpreter
Images of
Partially
Change
Intended
Outcomes
Unintended Caretaker
Nurturer
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Images of managing
Controlling
• Top-down hierarchical management
• Directing and controlling organizational
operations and activities
• Organization as machine
 Shaping
• Participative style of management
• Improving organizational capabilities
• Organization as organism
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Images of change outcomes
Intended
• Empirical rational strategies
• Normative-re-educative strategies
• Power-coercive strategies
 Partially intended
 Unintended
• Internal factors
• External factors
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Director
Management as controlling
 Intended change outcomes
 Managers can direct and control the change
process to produce intended change
outcomes
 N-step models and contingency theory
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Navigator
Management as controlling
 Partially intended change outcomes
 A variety of external factors undermine
managers’ ability to achieve intended change
outcomes although managers try to achieve
them
 Contextualist and processual theories
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Caretaker
Management as controlling
 Unintended change outcomes
 Managers’ ability to control is severely
impeded by a variety of internal and external
forces beyond the scope of managers who
only shepherd the organization during the
change process
 Life-cycle, population-ecology, and institutional
theories
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Coach
Management as shaping
 Intended change outcomes
 Managers can intentionally build in the right
set of values and skills that organizational
members will be able to draw on in order to
achieve desired organizational outcomes
 Organizational development approaches
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Interpreter
Management as shaping
 Partially intended change outcomes
 Managers create meaning for other
organizational members, helping them to
make sense of organizational events and
actions that occur during and as a result of
the change process
 Sense-making theory
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Nurturer
Management as shaping
 Unintended change outcomes
 Even small changes may have a large impact
on organizations and managers are not able
to control the outcome of these changes but
may only nurture the organizations by helping
organizational members self-develop and selforganize
 Chaos and Confucian/Taoist theories
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Key uses of the six-image framework
Surfacing our assumptions about change
 Assessing dominant images of change
 Using multiple images and perspectives of
change
• Image-in-use depends on the type of change
• Image-in-use depends on the context of the
change
• Image-in-use depends on the phase of change
• Image-in-use depends on simultaneous
involvement in multiple changes
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