Description
Change Management:
Change management refers to the management of change combined with the goal of ensuring that it runs as smoothly as possible and that those affected become productive supporters.
Prerequisites for Successful Change:
Successful change requires that everyone is aware of the need for change, that change has a clear and positive objective, and that it is known which (first) steps are necessary for change. These three conditions must occur simultaneously in order to be effective.
What are some of the issues that make it difficult for organizations to adapt to change? What happens when organizations are unwilling or unable to change?
Set Yourself Up for Success | Win at Work With Grammarly (youtube.com)
What is an Organization? – the Nature of Organizations (youtube.com)
What is an Organization? (youtube.com)
Change Model: Burke-Litwin (youtube.com)
Burke Litwin Model (youtube.com)
Unformatted Attachment Preview
Organization Change: Theory and
Practice, Sixth Edition
Chapter 2: Rethinking Organization
Change
The Paradox of Planned
Organization Change (1 of 2)
• Revolutionary process.
• Non-linear process.
• Messy implementation process.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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The Paradox of Planned
Organization Change (2 of 2)
• Possibility of emergent pattern.
• Need to “loop back.”
• Unanticipated consequences.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Making the Case for
Organization Change (1 of 5)
Changing Corporations
• The “age of discontinuity.”
• Forbes list comparison.
• Standard & Poor’s 500 list comparison.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Making the Case for
Organization Change (2 of 5)
Changing Corporations
• Pace-of-change phenomenon.
• Capital market.
• Consumer.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Making the Case for
Organization Change (3 of 5)
Changing Government Agencies
• Changes in external environment.
• NASA’s external environment.
• Ohio Department of Job and Family
Services.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Making the Case for
Organization Change (4 of 5)
Changing Higher Education Institutions and
Nonprofit Organizations
• Profit-making sector.
• The University of Phoenix.
• A. K. Rice Institute.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Making the Case for
Organization Change (5 of 5)
Summary
• Organization change across major sectors.
• The external environment.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (1 of 15)
The Metaphor of Choice
• Variety of metaphors.
• Metaphors limiting perspective.
• Organism as the metaphor of choice.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (2 of 15)
The Metaphor of Choice
• Organism’s fundamental nature: concrete.
• Functional unity.
• Danger of becoming an ideology.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (3 of 15)
The Theories of Choice
• Open system theory.
• Relevance of life sciences.
• Fritjof Capra’s (1996) work.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (4 of 15)
Types of Organization Change
• Revolutionary versus evolutionary.
• Discontinuous versus continuous.
• Episodic versus continuous flow.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (5 of 15)
Types of Organization Change
• Transformational versus transactional.
• Strategic versus operational.
• Total system versus local option.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (6 of 15)
Types of Organization Change
• Different tools and techniques.
• Revolutionary change.
• Evolutionary change.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (7 of 15)
Levels of Organization Change
• The primary levels of social system.
• The business unit.
• Affects different levels differently.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (8 of 15)
Levels of Organization Change
• The individual level.
• The group level.
• The total system level.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (9 of 15)
How Organization Change Occurs
• Basic strategy and mission statement.
• Organization culture.
• Behavior changes.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (10 of 15)
The Content and Process of Organization
Change
• Distinction between content and process.
• Content: determining the “what”.
• Process: determining the “how”.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (11 of 15)
Organizational Models
• Frameworks to simplify and focus.
• Simplifying while representing reality.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (12 of 15)
The Organizational Model of Choice
• The kind of theory.
• Relevant key factors.
• Merely descriptive or prescriptive.
• Burke 1–Litwin model.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (13 of 15)
Organization Change Should Be Data-Based
and Measured
• Data-based effort ensures success.
• Measures taken over time.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (14 of 15)
Planned Organization Change Requires
Leadership
• Top leadership for transformational change.
• Executive leadership.
• Specified behaviors vs personality.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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Personal Declarations and
Points of View (15 of 15)
Planned Organization Change Is Complex
• Sole reliance on traditional literature.
• Application through life sciences.
• The Tipping Point.
Burke, Organization Change, 6e. © 2024 SAGE Publishing.
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