analysis of the implementing change
9.5 The Management of Change
As has been identified in the earlier part of this chapter, a key part of OD is the management of change. The rest of the chapter will explore the location of OD within the main and alternative approaches to the management of change.
All sport organisations experience day to day fluctuations, however the discussion in this chapter generally relates to the view of change expressed by Slack and Parent (2006) i.e. change that an organisation systematically develops. They identify that change can occur in four different areas of a sport organisation:
The introduction or removal of products and services offered by the organisation.
Technological change in terms of production processes and the skills and methods used to deliver its services.
Structural and systemic change, for example staffing structures.
People, with regard to how people think and behave. (Slack and Parent 2006:239-240)
These changes are caused by external factors, such as economic and political conditions, and to some extent internal factors such as the ageing of material resources and human resources, in terms of people and their skills and abilities (Mullins 2007). A key task for sport managers is to identify the most appropriate changes and implement them. There are two main approaches to organisational change. This chapter will review them both in relation to sport.
9.51 Planned Change
Burnes (2009:600) distinguishes planned change from other approaches in terms of being
“… consciously embarked on and planned by an organisation as opposed to types of change that might come by accident, impulse or forced on the organization”.
Planned change is most closely aligned with OD. Accordingly, planned change focuses on change at a group level and factors such as group norms, roles, interactions and socialisation processes and how they create disequilibrium and change (Burnes 2009). As with OD, Lewin was a key architect in developing models of planned
As has been identified in the earlier part of this chapter, a key part of OD is the management of change. The rest of the chapter will explore the location of OD within the main and alternative approaches to the management of change.
All sport organisations experience day to day fluctuations, however the discussion in this chapter generally relates to the view of change expressed by Slack and Parent (2006) i.e. change that an organisation systematically develops. They identify that change can occur in four different areas of a sport organisation:
The introduction or removal of products and services offered by the organisation.
Technological change in terms of production processes and the skills and methods used to deliver its services.
Structural and systemic change, for example staffing structures.
People, with regard to how people think and behave. (Slack and Parent 2006:239-240)
These changes are caused by external factors, such as economic and political conditions, and to some extent internal factors such as the ageing of material resources and human resources, in terms of people and their skills and abilities (Mullins 2007). A key task for sport managers is to identify the most appropriate changes and implement them. There are two main approaches to organisational change. This chapter will review them both in relation to sport.
9.51 Planned Change
Burnes (2009:600) distinguishes planned change from other approaches in terms of being
“… consciously embarked on and planned by an organisation as opposed to types of change that might come by accident, impulse or forced on the organization”.
Planned change is most closely aligned with OD. Accordingly, planned change focuses on change at a group level and factors such as group norms, roles, interactions and socialisation processes and how they create disequilibrium and change (Burnes 2009). As with OD, Lewin was a key architect in developing models of planned