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Because quantum change involves most features and

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Because quantum change involves most features and levels of theorganization, itis typicallydriven from the top, where corporate strategy and values are set. Change agentshelp seniormanagers create a vision of a desired future organization and energize movementin thatdirection. They also help executives develop structures for managing the transition from the present to the future organization and may include, for example, a varietyof overlapping steeringcommittees and re-design teams. Staff experts also may re design many features of the firm, such
as performance measures,rewards, planning processes, work designs, and information systems.Because ofthe complexity and extensiveness of quantum change, OD professionals often work inteamscomprising members with different yet complementary areas of expertise. The consultingrelationshippersists over relatively long time periods and includes a great deal of renegotiation and experimentation among consultants and managers. The boundaries ofthe change effort are more uncertainand diffuse thanin incremental change, thus making diagnosis and change seem more like discovery than like problem solving.It is important to emphasize that quantum change may or may not be developmentalinnature.Organizations may drastically alter their strategic direction and way ofoperating without significantlydeveloping their capacity to solve problems and to achieve both high performance and quality ofwork life.For example, firms may simply change their marketing mix, dropping oradding products, services, orcustomers; they may drastically downsize by cutting out marginal businesses and laying off managers and workers; or they may tighten managerial and financial controls and attemptto squeezemore out of the labor force. Onthe other hand, organizations may undertake quantum changefrom a developmentalperspective. They may seek to make themselves more competitive bydeveloping their human resources; bygetting managers and employees more involved in problem solving and innovation; and by promoting flexibility and direct, open communication. That OD approach to quantum change isparticularly relevant in today's rapidly changing and competitive environment. To succeed inthissetting, major multinational organizations (firms such as General Electric, Kimberly-Page17of68For classroom discussion onlyClark, ABB, Hewlett-Packard, and Motorola) are transforming themselves from control orientedbureaucracies to high-involvement organizations capable ofchanging and improving themselves continually.Degree of OrganizationPlanned change efforts also can vary depending on the degree to which the organizationor client system is organized. In over organized situations, such asin highly mechanistic,bureaucratic organizations, variousdimensions such as leadership styles, job designs, organization structure, and policies andprocedures aretoo rigid and overly defined for effective task performance. Communicationbetween manageme nt and employees is typically suppressed, conflicts are avoided, andemployees are apathetic. Inunder organized organizations, on the other hand, there is too littleconstraint orregulation for effective task performance.

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Term
Summer
Professor
Br. Philip Balaria
Tags
Management, Organizational studies and human resource management, Organization

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