BA 4226

Managing Organizational
Change
Diagnosis for change

Instructor: ar Topal

Diagnostic tools and images

Director:

evaluating relationships
between different change variables
Navigator: mapping the environment
Caretaker: obtaining some insights
about the environment
Coach: developing the competencies
needed
Interpreter: understanding different
perspectives and frameworks of
stakeholders
Nurturer: not using such tools
2

Models
Implicit

Providing insights based on

experience
Based on limited experience
Not known to others
Explicit
Transforming complexity into
simplicity
Identifying most important activities
Constituting a common language
Providing guidance for change

Six-box organizational model

(w)
Purposes

Structure
Rewards
Helpful

mechanisms
Relationships
Leadership

7-S framework (w)

Structure
Strategy
Systems
Style
Staff
Skills
Superordinate

goals

Star model (w)

Strategy
Structure
Processes

and lateral capability

Rewards systems
People practices

Congruence model (w)

Task
Individuals
Formal

organizational arrangements
Informal organization

Burke-Litwin model (w)

Environment
Mission

and strategy
Leadership
Organizational culture
Structure
Management practices
Systems (policies and procedures)
Work unit climate
Task requirements and individual
skills/abilities
Motivation
Individual needs and values
Individual and organizational performance
8

Four-frame model (w)

Structural

frame
Human resource frame
Political frame
Symbolic frame

Diagnosis by image (w)

Describing

the organization with an

image
Discussing the details of the image

10

PESTEL framework (c)

External

environment
Political factors
Economic factors
Social factors
Technological factors
Environmental factors
Legal factors

11

Scenario analysis (c)

Creating

future scenarios
Developing different assumptions
Determining change needs in each
scenario

12

Gap analysis (c)

Where

are we now?
Where do we want to get to?
How can we get there?

13

Elements of strategy (c)

Arenas
Vehicles
Differentiators
Staging
Economic

logic

14

Strategic inventory (c)

Identifying

managers assumptions
and beliefs about the environment
Identifying inconsistencies between
managers assumptions and actual
environmental variables

15

Newsflash exercise (c)

Gathering

the specific views of

managers on change
Avoiding categorization of
managers views

16

Cultural web (c)

Paradigm
Rituals

and routines

Stories
Symbols
Control

systems
Power structures
Organizational structure

17

Structural dilemmas (c)

Differentiation

vs. integration
Gap vs. overlap
Underuse vs. overload
Lack of clarity vs. lack of creativity
Excessive autonomy vs. excessive
interdependence
Too loose vs. too tight

18

Boundaryless organization (c)

Factors

Speed
Flexibility
Integration
Innovation
Boundaries
Vertical
Horizontal
External
Geographic

19

Stakeholder analysis (r)

Identify

stakeholders
Assess each stakeholders capacity
Check each stakeholders track
record
Assess each stakeholders interest
Identify interested and influential
stakeholders
Find out each stakeholders role

20

Force-field analysis (r)

Define

the problem
Determine the restraining forces
Determine the driving forces
Identify possible outcomes

21