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8/10/2019 t2 Chapter 9 PART1
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BITS PilaniPilani | Dubai | Goa | Hyderabad
MMZG514 (Lecture # )Dr. Anubha Dadhich, Department of Management, BITS
Pilani.
8/10/2019 t2 Chapter 9 PART1
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BITS PilaniPilani | Dubai | Goa | Hyderabad
Chap # 9(T2)
Managing organizational change
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The intervention strategy model
•The intervention strategy model (ISM), isbased on the idea of an open systems
approach.
•
Open systems approaches view organizationsas a series of interlinked and interdependent
elements and components of systems and
subsystems.
• The main point when mapping out
organizational systems is to ensure that all
non-essential relationships are excluded and
all essential ones are included.
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• The second key property is systems behavior ,
which refers to three factors:
• the physical processes of the system itself;
• the communication processes used to handle
and transfer information within and between
systems;
• the monitoring processes that maintain the
system’s stability.
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• The ISM itself is a set of basic investigative
techniques built around the notion of open
systems and their key properties. It is linked to
three stages of system intervention:
• Stage 1: Problem definition
1. Clarifying the objectives of the change
2. Capturing data and performance indicators.
3.Diagnosing the systems’ properties
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• Stage 2: The evaluation and design phase
4. Analyzing the system
5.Determining options or solutions6. Evaluating options or solutions
• Stage 3: The implementation phase
7. Implementing the chosen option or solution.8. Appraisal and monitoring.
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The egocentric perspective on organizational –
environmental relations
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A more realistic perspective on organizational –
environmental relations
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The strategic change process model
• This model complements the ISM framework
in explaining the implementation stage in
more detail. It focuses on the complex set of
events, activities, language practices,
emotions and reactions that help explain:
• what would be needed for successful change
to occur in organizations;
• why most change initiatives are rarely
successful in embedding change in
organizations. 9
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The strategic change model
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The strategic change model
• The key features and stages of the model are
as follows:
• Receptive contexts for change. These contexts
are especially important for successful change
to become embedded in complex
organizations. We can identify four such levels
of context: the social, the industryorganizational context, the inner
organizational context and the relational
context. 11
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• The conception stage : This is the stage during
which new strategies and new strategic
discourses are developed.
• The transition stage. For the key messages of
change to progress to the transition stage,
credible and novel culture changes and HRM
strategies have to be read positively by alllevels of management, including main board,
subsidiary and middle-level operational
managers. 12
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• The embedding stage : For the message of
change to continue to progress towards the
embedding stage, where a new strategic
discourse of change has taken root, the
communication of early positive outcomes,
supported by evidence of its benefits, is
necessary to overcome continued resistanceor, often more likely, the kind of benign
neglect by employees that often accompanies
change programmes. 13
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• The feedback stage. This stage is critical for
continuous change in the organization, during
which the outcomes of strategic innovations
are fed back into the organizational contexts –
particularly new employee attitudes and
behaviors, the capacity of employees to
unlearn, change and innovate, and positiveattitudes towards the ways in which changes
were implemented.
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Organizational culture: different meanings &
views
• Organizational culture has caused some controversy
among academics and consultants because it can be
defined and understood in quite different ways, all of
which have distinctive, practical implications. Thereare at least four such views:
• the unitary view and mono-cultures;
• the anthropological view and subcultures;
• the conflict view and ‘brandwashing’;
• the fragmented view and paradoxes
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The Unitary view
• The unitary view of organizations rests on the
assumption that companies are, under normal
circumstances, best characterized by common
interests and consensus between different
stakeholders.
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The Anthropological view
•This is a quite different perspective on culture;it has much less to do with managerial control
than with understanding organizations.
•Culture, rather than being treated assomething an organization possesses, is seen
as the very essence of the organization.
•
In other words, culture is something anorganization is rather than has.
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• This view of organizational culture has some
fundamental implications, the most important
of which is that an organizational culture
cannot be owned and managed in the strict
sense of these terms. For an organizational
culture to develop and evolve, it has to be
created, shared and ‘lived’ by the majority ofemployees, not just managers.
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The conflict view
• A third view, widely held among critical
organizational theorists and many union officials,
sees culture management as a form of organizational
domination and social engineering, in whichmanagers attempt to manipulate organizations for
their own aims through the selection and
development process.
• This approach questions the ethics of culture changeprogrammes and rebranding exercises, seeing them
as little more than exercises in brainwashing or
‘brand washing’. 19
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The Fragmented view
• A final view is associated with the school ofthinking called postmodernism. It is not
necessary to go into the ideas of
postmodernism in any depth for our purposes,but one of its key contributions to
management thinking is to question the
notion of a single and permanent reality.
• The fragmented view sees organization
cultures as consistent and inconsistent,
contradictory and confused, all at the same
time.20
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THANK YOU !!
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