Week 9 Diagnosing Change

Week 9 Diagnosing Change - Type of change: Classic...

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Type of change: Classic distinction between: first order (incremental) change Adjustments in systems, processes and structures Don’t involve fundamental change in strategy, core values or corporate identity; change to stay the same second order (discontinuous) change Transformational, radical and fundamental Remaking the organisation Analysis change base on type of organisation . Three types Intended change (deliberate) Organisation is a “machine” Manager as Director or Coach Partially intended change (emergent) Organisation is a more complex “system” Manager as navigator or interpreter Unintended change Organisational environment too complex to predict how it will change Manager as caretaker or nurturer Diagnostic models largely associated with ideas of deliberate change and emerging change
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Purpose of using organizational models (diagnostic models) 1. Reduce the complexity of a situation to a manageable number of categories 2. Help to identify which aspects of an organization’s activities or properties are the most needing attention. 3. Highlighting the interconnectedness of various organizational properties (like how strategy link with structure). 4.
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Week 9 Diagnosing Change - Type of change: Classic...

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