t2 Chapter 9 PART1

8/10/2019 t2 Chapter 9 PART1

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BITS PilaniPilani | Dubai | Goa | Hyderabad

MMZG514 (Lecture # )Dr. Anubha Dadhich, Department of Management, BITS

Pilani.



BITS PilaniPilani | Dubai | Goa | Hyderabad

Chap # 9(T2)

Managing organizational change



BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The intervention strategy model

•The intervention strategy model (ISM), isbased on the idea of an open systems

approach.

•

Open systems approaches view organizationsas a series of interlinked and interdependent

elements and components of systems and

subsystems.

• The main point when mapping out

organizational systems is to ensure that all

non-essential relationships are excluded and

all essential ones are included.




• The second key property is systems behavior ,

which refers to three factors:

• the physical processes of the system itself;

• the communication processes used to handle

and transfer information within and between

systems;

• the monitoring processes that maintain the

system’s stability.

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• The ISM itself is a set of basic investigative

techniques built around the notion of open

systems and their key properties. It is linked to

three stages of system intervention:

• Stage 1: Problem definition

1. Clarifying the objectives of the change

2. Capturing data and performance indicators.

3.Diagnosing the systems’ properties

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• Stage 2: The evaluation and design phase

4. Analyzing the system

5.Determining options or solutions6. Evaluating options or solutions

• Stage 3: The implementation phase

7. Implementing the chosen option or solution.8. Appraisal and monitoring.

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The egocentric perspective on organizational –

environmental relations

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A more realistic perspective on organizational –

environmental relations

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The strategic change process model

• This model complements the ISM framework

in explaining the implementation stage in

more detail. It focuses on the complex set of

events, activities, language practices,

emotions and reactions that help explain:

• what would be needed for successful change

to occur in organizations;

• why most change initiatives are rarely

successful in embedding change in

organizations. 9



The strategic change model

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The strategic change model

• The key features and stages of the model are

as follows:

• Receptive contexts for change. These contexts

are especially important for successful change

to become embedded in complex

organizations. We can identify four such levels

of context: the social, the industryorganizational context, the inner

organizational context and the relational

context. 11



• The conception stage : This is the stage during

which new strategies and new strategic

discourses are developed.

• The transition stage. For the key messages of

change to progress to the transition stage,

credible and novel culture changes and HRM

strategies have to be read positively by alllevels of management, including main board,

subsidiary and middle-level operational

managers. 12



• The embedding stage : For the message of

change to continue to progress towards the

embedding stage, where a new strategic

discourse of change has taken root, the

communication of early positive outcomes,

supported by evidence of its benefits, is

necessary to overcome continued resistanceor, often more likely, the kind of benign

neglect by employees that often accompanies

change programmes. 13



• The feedback stage. This stage is critical for

continuous change in the organization, during

which the outcomes of strategic innovations

are fed back into the organizational contexts –

particularly new employee attitudes and

behaviors, the capacity of employees to

unlearn, change and innovate, and positiveattitudes towards the ways in which changes

were implemented.

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Organizational culture: different meanings &

views

• Organizational culture has caused some controversy

among academics and consultants because it can be

defined and understood in quite different ways, all of

which have distinctive, practical implications. Thereare at least four such views:

• the unitary view and mono-cultures;

• the anthropological view and subcultures;

• the conflict view and ‘brandwashing’;

• the fragmented view and paradoxes

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The Unitary view

• The unitary view of organizations rests on the

assumption that companies are, under normal

circumstances, best characterized by common

interests and consensus between different

stakeholders.

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The Anthropological view

•This is a quite different perspective on culture;it has much less to do with managerial control

than with understanding organizations.

•Culture, rather than being treated assomething an organization possesses, is seen

as the very essence of the organization.

•

In other words, culture is something anorganization is rather than has.

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• This view of organizational culture has some

fundamental implications, the most important

of which is that an organizational culture

cannot be owned and managed in the strict

sense of these terms. For an organizational

culture to develop and evolve, it has to be

created, shared and ‘lived’ by the majority ofemployees, not just managers.

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The conflict view

• A third view, widely held among critical

organizational theorists and many union officials,

sees culture management as a form of organizational

domination and social engineering, in whichmanagers attempt to manipulate organizations for

their own aims through the selection and

development process.

• This approach questions the ethics of culture changeprogrammes and rebranding exercises, seeing them

as little more than exercises in brainwashing or

‘brand washing’. 19



The Fragmented view

• A final view is associated with the school ofthinking called postmodernism. It is not

necessary to go into the ideas of

postmodernism in any depth for our purposes,but one of its key contributions to

management thinking is to question the

notion of a single and permanent reality.

• The fragmented view sees organization

cultures as consistent and inconsistent,

contradictory and confused, all at the same

time.20


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t2 Chapter 9 PART1

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