Change Management and organizational Development, Lecture notes of Organizational Development

Download Change Management and organizational Development and more Lecture notes Organizational Development in PDF only on Docsity! 1. What is Continuous Change? Continuous change interventions extends transformational change into a nonstop process of strategy setting, organization designing, and implementing the change Focus is on learning, changing, and adapting and on how to produce constant flow of new strategies and designs and not only transforming existing ones. Continuous learning at individual level: changing behavior of one‟s skills, knowledge, and worldview At organizational level: deepening and broadening of organizational capabilities 1.1. Self-Designing Organizations Developed by Mohrman and Cummings in response to demands of organizations in adapting to turbulent environments (adaptive change). This approach helps members translate corporate values and general prescriptions for change into specific structures, processes and behaviors suited for change. This intervention includes considerable innovation and learning as organizations gain the capacity to design and implement significant changes continually 2. 1.2. Learning Organizations Senge (1990) defines the learning organization as “…organizations where people continually expand their capacity to create the results they truly Built-To-Change Organizations Built-To-Change (B2C) Organizations “In a rapidly changing environment, this change capability can be a source of sustained competitive advantage” B2C organizations are designed for change, not stability. They are based on design guidelines that promote change capability in the management, reward systems, structure information, decision processes, and leadership Design Guidelines for B2C Selection practices Enhance employee Internal Structure Dynamic flow of motivation level and Leadership information & importance transparency § § § § change B2C Stages Lawler and Worley (2006) The follow tives can help the transition to a B2C organisation Eee ceo rT) Cra bette) be Tt Friendly Identity oe Silat gd a eee PCy a Normal Condition ier tal + Addresses + Intervention i. Skills for + Employee + Periods in organisation looks outward to change empowerment __ the life of an identity — gain insight of developed practices organization core environmental among + Involves values,norm demands employees bringing all s, beliefs + Seniors ji. Organisation prior executives commit effectiveness processes time to think about function together future paths — created scenario-planning iii. Members learn how to apply change The Built to Change Logic Lawler and Werley (2006) Organization Design Is the Issue Human Nature is Not Competitive Advantage The Problem is Change