Awareness is lacking b change leaders need to a seek

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awareness is lacking b. Change leaders need to… a. seek out and make sense of external data -An organization that is experiencing an externally driven crisis will feel the sense of urgency around the need for change. b. seek out and make sense of the perspectives of stakeholders -This will inform change agents’ assessment of the situation and allow them to frame their approaches in ways that incorporate many stakeholders into the vision. c. seek out and make sense of internal data -Change leaders need to know to know (1)what can be inferred from internal information and measures, (2)how these are currently being interpreted by organizational members, and (3)how they may be leading the firm down the wrong path. d. seek out and assess your personal concerns and perspectives -Change leaders need to know their strengths and weaknesses, attitudes, values, beliefs, and motivations. 2. The organization’s readiness for change a. determined by the previous change experiences of its members, the flexibility and adaptability of the organizational culture, the openness, commitment and involvement of leadership in preparing the organization for change, and member confidence in the leadership b. 8 dimensions related to readiness 1) trustworthy leadership 2) trusting followers 3) capable champions 4) involved middle management 5) innovative culture 8
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6) accountable culture 7) effective communications 8) systems thinking c. Creating awareness of the need for change by… 1) creating a crisis 2) developing a vision that creates dissatisfaction with the status quo 3) finding a champion-of-change leader who will build awareness 4) focusing on common or superordinate goals 5) using information and education 3. Creating a powerful vision for change a.3 methods of creating vision 1) Leader-developed vision: developed by change leaders 2) Leader-senior-team-developed vision: developed by senior management group with the change leaders 3) Bottom-up visioning: developed through the active participation of those responsible for implementing the change Chapter 5 navigating change through formal structures and systems: Formal systems and structures influence what gets done, how it gets done, the outcomes achieved, and experiences of the people who come in contact with the organization o Shape behavior of organizational members. Formal structures are designed to support the strategic direction of the firm by enhancing order, efficiency, effectiveness, and accountability. o Includes strategic planning, accounting and control systems, performance, management, pay and reward systems. o These layout how things are supposed to be done. Making sense of organizational structures and systems: The structural frame shows managers how to assign tasks, roles, and authority to produce products or services for the external marketplace 9
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1. Differentiation – degree to which tasks are subdivided into separate jobs or tasks.
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  • Spring '11
  • STAFF
  • Organizational Analysis

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