Instructor: Çağrı Topal

1. BA 4226Managing Organizational ChangeImplementing change: change management, contingency, and processual approaches Instructor: Çağrı Topal

2. 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

3. 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

4. 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

5. Change management:Kotter’s 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 staff • Ensure there are short-term wins • Consolidate gains • Embed the change in the culture

6. 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

7. Change management vs. OD • Change management has a broader scope than OD and considers OD’s 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

8. 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

9. Contingency approaches:Dunphy and Stace’s model • Developmental transitions • Task-focused transitions • Charismatic transformation • Turnarounds • Fine-tuning

10. Contingency approaches:Huy’s model • Commanding intervention • Engineering intervention • Teaching intervention • Socializing intervention

11. Contingency approaches:Reasons for uncommonness • Differing perceptions on contingencies • Lack of clear-cut guidelines • Lack of managerial skills • Perception of inconsistency • Possibility of universal aspects

12. 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 different perspectives and interests, efficiency concerns, and environmental conditions

13. Processual approaches:Stages • Problem sensing • Development of concern • Acknowledgement and understanding of the importance of the problem • Planning and acting • Stabilizing change

14. 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

15. 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