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BA 4226 Managing Organizational Change Images of managing change

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BA 4226 Managing Organizational Change Images of managing change Instructor: a r Topal * Images of managing change Dimension Images of Managing Sub-dimension ... – PowerPoint PPT presentation

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Title: BA 4226 Managing Organizational Change Images of managing change


1
BA 4226Managing Organizational ChangeImages
of managing change
  • Instructor Çagri Topal

2
Images of managing change
Dimension Images of Managing Images of Managing
Sub-dimension Controlling activities Shaping capabilities
Images of Change Outcomes Intended Director Coach
Images of Change Outcomes Partially Intended Navigator Interpreter
Images of Change Outcomes Unintended Caretaker Nurturer
3
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

4
Images of change outcomes
  • Intended
  • Empirical rational strategies
  • Normative-re-educative strategies
  • Power-coercive strategies
  • Partially intended
  • Unintended
  • Internal factors
  • External factors

5
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

6
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

7
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

8
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

9
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

10
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
    self-organize
  • Chaos and Confucian/Taoist theories

11
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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