Change-Strategic Analysis and the OAM.ppt - \u201c \u2026Things can and do change quickly\u2026 People do not.\u201d William Bridges 1 TYPES OF CHANGE 2 Types of

Change-Strategic Analysis and the OAM.ppt - u201c...

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Unformatted text preview: “ …Things can and do change quickly… People do not.” William Bridges 1 TYPES OF CHANGE 2 Types of Change Planned- gradual, based on previous assumptions Developmental, incremental Transitional Unplanned, discontinuous, systemic, high-intensity Transformational Result from Destabilizing events Improvisational: combination – upfront understanding of change, depth or complexity only known as change is implemented; process-driven (vs. event) 3 Planned Change Developmental Change Transitional Change Improving what is Old State Transitional State New State Implementation of a known new state; mgmt of interim state over a controlled period of time Improvisational: Combination of planned and unplanned – upfront understanding of change, depth or complexity only known as change is implemented; process-driven (vs. event) Unplanned: Destabilizing Events 5 Change and Complexity 6 The Process: Levels of Change Differ in degree of difficulty and length of time Increasing degree of difficulty: knowledge, attitudes, individual behavior, group behavior In organizations, group behavior change takes two to two-and-a-half years 7 Levels of Change Hig h Gr o up Be h avio r I nd ivid ual Be h avio r Difficulty A t t it ud e Kno wle d g e Lo w 0 y e ar s 2 .5 y e ar s Time 8 Strategic Analysis and the Organizational Alignment Model (OAM) External Environment Competitors Industry Competition Strategy, Mission Organization ig al nm t en t en ig al nm Task/Work Systems Tasks to be done Skills required People alignment Motivation Needs & Values Performance * Sociocultural, Technological, Economic and Political /Legal Environment Today (current)? Tomorrow (future) When doing an analysis: Analyze External Environment Identify the Opportunities, Threats (O & T) ….then, Examine the Organization itself Identify the Strengths and Weaknesses (S & W) 10 External Environment: Drivers from outside and within the Industry 11 External Environment: Forces within Industry 12 Case analysis APPLYING THE OAM 13 Organizational Alignment Model (OAM) External Environment Competitors Industry Competition Strategy, Mission Organization ig al nm t en t en ig al nm Task/Work Systems Tasks to be done Skills required People alignment Motivation Needs & Values Performance * Sociocultural, Technological, Economic and Political /Legal Environment Today (current)? Tomorrow (future) For case analysis, set context… Company Value – what value do they bring to their customer Core Competencies (strengths in operating their business, their functions) Distinctive Competence – at what are they best What is issue, problem they are addressing in the case? 15 OAM: Organization Leadership Who’s in charge Where is the organization in its business cycle; does leader fit Decision-making; who makes decisions, how are decisions made Who’s driving change Structure Vertical, hierarchical Horizontal, lean Matrix, cross-functional, project-based Team-based 16 OAM: Task/Work Systems Functional Analysis – assess what they do, how they do it; strengths and weaknesses (S & W) Primary Functions: R&D Operations (production) Sales & Marketing Customer Service Support functions: IT, HR, Finance Workflow analysis – map steps in process within and between departments Tasks involved Skills Required to perform tasks 17 OAM: People Motivation – do they welcome change Needs and Values – what is important to them – stability, change, growth; where are they in life – beginning of career? end? Performance – improving; declining; remaining the same; any indicators of resistance 18 Organizational Alignment Model (OAM) *External Environment Industry Competitors Competition (Porter Five Forces) (SWOT) Strategy, Mission Organization Tasks to be done Skills required (SWOT) Systems -Policies & procedures: - evaluation - reward -selection & development -Budget & control t en Task/Work Systems (Functional Analysis) nm t en ig al ig al nm Leadership Structure -Hierarchical / vertical -Horizontal / lean -Matrix, cross-functional -Teams -Decision-Making: •Top-down; • middle, out, and up People Motivation Needs & Values Performance alignment * Sociocultural, Technological, Economic and Political /Legal Environment Today (current)? Tomorrow (future)? ...
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