BA 4226

Managing Organizational
Change
Implementing change: change
management, contingency,
and processual approaches
Instructor: ar Topal

Change management:
Fundamentals
Director

image
The focus is on strategic, planned,
and large-scale change
Change models include a series of
planned steps
Change models apply to any kind of
change

Change management:
Assumptions/limitations-1
Steps

might be used sequentially or

simultaneously
All steps should be implemented
Steps embodying core elements of
managing organizational power,
motivating organizational members,
and directing organizational transition
might be implemented in changing
orders
Interrelated and sequential phases
might include rationalization,
revitalization, and regeneration

Change management:
Assumptions/limitations-2
Implementation

depends on

implementers
Multiple changes may be in progress
Steps should be tailored to particular
needs
Communication should involve
involvement
Change is not completely manageable
Change necessitates experimentation
There might be more than one change
leader

Change management:
Kotters eight-step model
Establish

the need for urgency

Ensure there is a powerful change
group to guide the change
Develop a vision
Communicate the vision
Empower staf
Ensure there are short-term wins
Consolidate gains
Embed the change in the culture
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Change management:
Problems in step-models
Sequence

of steps
Number of steps
Duration of steps
Resources at steps
People at steps
One step at a time
Steps without feedback

Change management vs. OD

Change

management has a broader

scope than OD and considers ODs
central concern, human development,
as one feature of organizational
change
The OD practitioner is a third-party
facilitator whereas the change
management consultant acts as a
technical expert
OD is a bottom-up approach whereas
change management is a top-down
approach

Contingency approaches:
Fundamentals
Director

image
Successful organizational change
outcomes can be achieved
The approach for achieving change
outcomes depends upon the change
context
The change context includes the
scale of the change and the
receptivity of organizational
members

Contingency approaches:
Dunphy and Staces model
Developmental

transitions
Task-focused transitions
Charismatic transformation
Turnarounds
Fine-tuning

Contingency approaches:
Huys model
Commanding

intervention
Engineering intervention
Teaching intervention
Socializing intervention

10

Contingency approaches:
Reasons for uncommonness
Difering

perceptions on
contingencies
Lack of clear-cut guidelines
Lack of managerial skills
Perception of inconsistency
Possibility of universal aspects

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Processual approaches:
Fundamentals
Navigator

image
Change is a continuous, often
political, process
Change unfolds contextually
Change outcomes are the result of a
complex interplay of diferent
perspectives and interests, efficiency
concerns, and environmental
conditions
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Processual approaches:
Stages
Problem

sensing
Development of concern
Acknowledgement and
understanding of the importance of
the problem
Planning and acting
Stabilizing change

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Processual approaches:
Lessons-1
Simple

linear change recipes should be

challenged
Change strategies will need to be
adapted in light of the reactions and
politics they create
Change takes time and is unlikely to
entail continual improvement
Taken-for-granted assumptions need to
be questioned along the way
Change managers need to learn from
stories of experiences of change,
including those of individual at all levels
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Processual approaches:
Lessons-2
Training

programs need to be aligned

with desired changes
Communication needs to occur in context
The substance of change is itself likely to
alter
Political processes will be central to how
quickly change outcomes occur
Change involves interwoven,
contradictory processes as well as
rewriting of accounts of the past and the
future
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