DEVELOPMENTS IN CHANGE MANAGEMENT

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					DEVELOPMENTS IN
    CHANGE
  MANAGEMENT
 The Emergent Approach
     Learning Objectives
•   List the reasons for decline in popularity
    of Planned approach to change
•   Identify the alternatives to planned
    approach
•   Discuss the man elements of the
    Emergent approach
•   Appreciate to the role of the change
    agent
•   Describe how organizations can increase
    their degree of choice when undertaking
    change
    Against The Planned
         Approach
• Dawson (1994); Planned change is no longer
  make sense to implement a planned process
  for ‘freezing’ changed behavior.
• From the early 1980s, the planned
  approach have criticized by neo liberalism
  to neo-Marxism from the postmodernist.
• To replace planned approach, the new
  thinking was born, called The Emergent
  Approach.
The Emergent Approach
      To Change
Pettigrew (1987), change needs to be
  studied across different levels of
  analysis and time periods.
The Emergent approach, view change as
  a process that unfolds through the
  interplay of multiple variables
  (context, political process and
  consultation) within an organization
The Emergent Approach
 to Successful Change
The Emergent approach tends to
  stress 5 features of organizations :
• Organizational structure
• Organizational culture
• Organizational learning
• Managerial behavior
• Power and politics
Recipes for Emergent Change
Pettigrew and Whip (1993) propose a model
   for managing strategic & operational
   change which involves 5 interrelated
   factors:
• Environment assessment
• Leading change
• Linking strategic and operational change
• Human resources as assets & liabilities
•   Coherence of purpose
A Framework For Change
Varieties of Change
           Incremental Punctuated   Continuous
Individual Learning    Promotion    Career
s                                   Development
Groups    Kaizen        Team        Changes in
                        Building    composition
                                    & task
Systems   Fine Tuning   BPR         Culture
Change continuum
 Small scale           Large
 scale

 Operational           Strategic

Approaches to change
 Stable    ENVIRONMENT Turbulent


 Planned               Emergent
Storey constructs a fourfold typology of
   change:
• Top down systemic change
• Piecemeal initiatives
• Bargaining for change
• Systemic jointism
Dumpy & Stace (1992) identify 4 approaches to
   managing change (base on degree of
   employee was involved)
• Collaborative
• Consultative
• Directive
• Coercive
A Framework for Change
Q1                         Large scale                          Q2
                          Transformational
Level : The organizations              Level : The organizations
Focus : Culture                        Focus : Structures & process
Approach : Emergent Change             Approach : Bold Stroke

Stable environment                                    Rapid change

Slow change                                   Turbulent environment


Level : Individual/group               Level : Individual/Group
Focus : Behavior                       Focus : Task & procedures
Approach : Planned Change              Approach : Tayloristic/Kaizen
                            Small scale
Q4                          Incremental               Q3
               Summary
•   Organizational change is a continuous
    process of experiment and adaptation
•   Change is a political social process
•   The role of managers to create an
    organizational structure and climate
•   The Emergent approach assumes that
    organizations are open and fluid systems
•   A change framework allows approaches to
    change to be matched to environmental
    conditions

				
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posted:4/2/2014
language:English
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