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Week 4 MG625

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14 views10 pages

Week 4 MG625

Uploaded by

mary_21rose
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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LEADING AND

MANAGING CHANGE -
MG625
UNPLANNED CHANGE
IBM C-SUITE SURVEY
(2019)
DEFINING UNPLANNED
CHANGE

• Correlated with the concept of Emergent Strategy


• Emergent change is more suitable to the turbulent and continually changing
environment in which firms now operate.
• Argues that organisations must continually and synergistically adapt their internal
practices and behaviour in real time to changing external conditions (Beer and Nohria,
2000).
• ‘The art of leadership in the management field would seem to lie in the ability to
shape the process [of change] in the long term rather than direct single episodes’
(Pettigrew and Whipp, 1991: 143).
• Emergent change is ‘a long-term complex and incremental process of shaping how
change unfolds over time’ Caldwell (2006)
DIFFERENCES

Planned Emergent
• Based on Kurt Lewin work • Based on the work of Andrew Pettigrew and
the processual approach to change.
• Has developed standards, process
• Change is a continuous, dynamic and
and accreditation
contested process that emerges in an
• It focuses on small-group changes unpredictable and unplanned fashion.
but has been developed to an • Processualists reject prescriptive, recipe-
organisation-level change process driven approaches to change and are
through OD. suspicious of single causes or simple
explanations of events.
• Dominant approach to change but is
• They focus on the interrelatedness of
not able to address continuous
individuals, groups, organisations and society
change.
• It embraces the ideas of Total Quality Management and
Business Process Re-engineering
• Change is a continuous process that constantly needs to be
reviewed and fine-tuned
• Change is unpredictable because it involves a number of
variables in an organisation
• Power and politics plays a central role to change
management
KEY IDEAS • Managing change is not just the role of a change agent, it
is the role of every manager
• Change involves an understanding of the dynamic business
environment and how it impact the organisation
(contingency view)
• Change is defined through a bottom-up approach to
strategy
K E Y F E AT U R E S

Organisation
al structure

Organisation
Organisation
al power and
al culture
politics

Managerial
behaviour/le Organisation
adership al learning
style
PETTIGREW AND WHIPP (1993)

Environmental assessment

Leading change

Linking strategic and operational change

Human resources as assets and liabilities

Coherence of purpose – this concerns the need to


ensure that the decisions
KANTER ET AL (1992)

1
1 2 3 4 5 6 7 8 9
0

Analyse the Create a Separate Create a Support a Line up Craft an Develop Communic Reinforce
organisatio shared from the sense of strong political implement enabling ate, involve and
n and its vision and past. urgency. leader role. sponsorshi ation plan. structures. people and institutional
need for a common p. be honest. ise change.
change. direction.
Error 1 Allowing too much complacency.

Error 2 Failing to create a sufficiently powerful guiding


KOT TER coalition.

(1996)- Error 3 Underestimating the power of vision.


WHY
CHANGE Error 4 Undercommunicating the vision by a factor of 10 (or
100 or even 1000).

I N I T I AT I V E S
Error 5 Permitting obstacles to block the new vision.
FA I L
Error 6 Failing to create short-term wins.

Error 7 Declaring victory too soon.

Error 8 Neglecting to anchor changes firmly in the corporate


culture.
KOT TER (1996)-
EIGHT STEPS TO
SUCCESSFUL CHANGE

Step 1 Establishing a sense of urgency.


Step 2 Creating a guiding coalition.
Step 3 Developing a vision and strategy.
Step 4 Communicating the change vision.
Step 5 Empowering broad-based action.
Step 6 Generating short-term wins.
Step 7 Consolidating gains and producing more
change.
Step 8 Anchoring new approaches in the culture.

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