Organisational Change Chapter 2
Organisational Change
Chapter 2 The Nature of Change
1
Introduction
The chapter: Discusses a number of frameworks for categorising change. Explains why, in order to be effective, it is necessary to understand the differences between various types of change.
2
Objectives
To:
Emphasise the complex nature of organisational change; Describe and discuss the multi-dimensional nature of organisational change; Analyse change situations in order to choose appropriate methods of managing and implementing change; Recognise that there are limitations to the ‘common-sense’ approach to managing change that assumes that change can be planned as a logical. Step by step, sequence of activities. This because of cultural, political and leadership dynamics.
3
Background: A definition of strategy
Strategy is:
the direction and scope of an organisation over the long term which achieves advantage for the organisation through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations.
Source: Johnson, G. & Scholes, K. (1993) Exploring Corporate Strategy, London, Prentice Hall, p. 10.
4
Environmental turbulence
Ansoff & McDonnel (1990) (recap) – Level 1. Predictable – Level 2. Forecastable by extrapolation – Level 3. Predictable threats & opportunities – Level 4. Partially predictable opportunities – Level 5. Unpredictable surprises Strebel (1996) – Weak forces – Moderate forces – Strong forces Stacey (1996) (recap) – Close to certainty – Far from certainty
5
Varieties of change (overview)
Grundy (1993) – Smooth incremental – Bumpy incremental – Discontinuous Tushman et al (1986) – Converging (fine-tuning) – Converging (incremental) – Discontinuous or frame-breaking Dunphy & Stace (1993) – Fine tuning – Incremental adjustment – Modular transformation – Corporate transformation
6
Varieties of change (Grundy)
Smooth incremental –
Chapter 2 The Nature of Change
1
Introduction
The chapter: Discusses a number of frameworks for categorising change. Explains why, in order to be effective, it is necessary to understand the differences between various types of change.
2
Objectives
To:
Emphasise the complex nature of organisational change; Describe and discuss the multi-dimensional nature of organisational change; Analyse change situations in order to choose appropriate methods of managing and implementing change; Recognise that there are limitations to the ‘common-sense’ approach to managing change that assumes that change can be planned as a logical. Step by step, sequence of activities. This because of cultural, political and leadership dynamics.
3
Background: A definition of strategy
Strategy is:
the direction and scope of an organisation over the long term which achieves advantage for the organisation through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations.
Source: Johnson, G. & Scholes, K. (1993) Exploring Corporate Strategy, London, Prentice Hall, p. 10.
4
Environmental turbulence
Ansoff & McDonnel (1990) (recap) – Level 1. Predictable – Level 2. Forecastable by extrapolation – Level 3. Predictable threats & opportunities – Level 4. Partially predictable opportunities – Level 5. Unpredictable surprises Strebel (1996) – Weak forces – Moderate forces – Strong forces Stacey (1996) (recap) – Close to certainty – Far from certainty
5
Varieties of change (overview)
Grundy (1993) – Smooth incremental – Bumpy incremental – Discontinuous Tushman et al (1986) – Converging (fine-tuning) – Converging (incremental) – Discontinuous or frame-breaking Dunphy & Stace (1993) – Fine tuning – Incremental adjustment – Modular transformation – Corporate transformation
6
Varieties of change (Grundy)
Smooth incremental –