Session_11_11-15-10_

Session_11_11-15-10_ - MGMT 670 MGMT 670 Session 11...

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Unformatted text preview: MGMT 670 MGMT 670 Session 11 Organizational Change Theory E and Theory O Organizational Change Organizational Change “It it’s not broken, don’t fix it.” Usually a nonlinear process ◦ Complex and dynamic ◦ Vs. Linear and rational ◦ Messy ◦ Costly Note: most large scale change fail 70% or more of the time Why Change Why Change Why change if failure is so high? ◦ Expensive: Kotter’s comment that change produces “carnage…with wasted resources and burned-out, scared, or frustrated employees.” Why take the risk? ◦ Economic perspective: produce better organizational performance ◦ Organizational learning perspective (adaptive): increase adaptive capacity for better results over time The result of change is stability ◦ Stabilize the unstable ◦ And destabilize the rigid ◦ Adapt to the present and anticipate the future Determining What to Change Determining What to Change Use a diagnostic to identify root causes to improve performance ◦ Congruence model, SWOT, TOWS, etc. to identify what needs to change to improve the organization’s performance ◦ Want evidence vs. opinion ◦ Want a ‘big picture’ perspective ◦ By identifying a root cause, it becomes the target for change General Approaches to General Approaches to Organizational Change Organizational Change Evolutionary, incremental and adaptive (see Greiner) vs. revolutionary and strategic Continuous change vs. episodic/discontinuous change (dramatic and sudden) Evolution stages Revolution stages Size of organization LARGE SMALL YOUNG Age of Organization MATURE 1: Growth through CREATIVITY 1: Crisis of LEADERSHIP 2: Growth through DIRECTION 2: Crisis of AUTONOMY 3: Growth through DELEGATION 4: Growth through COORDINATION 5: Growth through COLLABORATION 3: Crisis of CONTROL 4: Crisis of RED TAPE 5: Crisis of ? PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 Greiner’s Five Phases of Organizational Growth 8 Organization Characteristics During Four Stages Organization Characteristics During Four Stages of Life Cycle of Life Cycle 1. 1. Entrepreneurial Entrepreneurial 2. 2. Collectivity Collectivity 3. 3. Formalization Formalization 4. 4. Elaboration Elaboration Characteristic Characteristic Nonbureaucratic Nonbureaucratic Prebureaucratic Prebureaucratic Bureaucratic Bureaucratic Very Bureaucratic Very Bureaucratic Structure Structure Informal, one-person Informal, one-person show show Mostly informal, some Mostly informal, some procedures procedures Formal procedures, Formal procedures, division of labor, division of labor, specialties added specialties added Teamwork within Teamwork within...
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This note was uploaded on 09/07/2011 for the course MGMT 670 taught by Professor Staff during the Spring '11 term at S.F. State.

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Session_11_11-15-10_ - MGMT 670 MGMT 670 Session 11...

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