Block 2 - Week 8 & 9: Organisational change (Change at the São Paulo…
Block 2 - Week 8 & 9: Organisational change
a process by which organisations maintain an appropriate match between themselves and the environment in which they operate.
moving an organisation from its existing ‘present state’ to a ‘desired future state’.
organisational change as ‘the adoption of a new idea or behaviour by an organisation’ (Daft, 2004, p. 404).
Mintzberg et al. (2003, p. 169) - The Change Cube
See appendix one
Thinking about change - A complex process effecting everything the organisation does
Strategical and organisational change have an intertwined relationship; one cannot be changed without effecting the other
any intervention anywhere in the cube will demand a reconsideration of what needs to change below it.
Change at the São Paulo State Symphony Orchestra (Osesp)
See appendix two
demonstrates how the need for change can be brought about by internal factors (worn-out equipment, poor facilities and demotivated musicians) as well as external factors (competition, pressure from the government).
A new vision was set up for the orchestra to aspire to world-class status (conceptual).
The change was successful mainly because John Neschling (the artistic director) understood the relationship between strategy and organisation in enabling that change.
When he was granted that power he started changing various aspects of structure (by reshuffling), culture (by holding musicians accountable for their performance) and people (by recruiting and promoting new talents) in order to bring the orchestra into shape. In short, a change in direction required a change in everything else
Type of change = Transformational
4 main types of change (Senior, 2002)
Minor adjustments to ongoing processes
Type 1 and 2 = Ongoing developments - Adaption to gradual shifts in the organisations environment
Type 3 and 4 = radical or 'frame-breaking' - responding to signification alterations in the organisations environment
Buchanan and Huczynski (2004)
Continual rapid change can be counter-productive
initiative decay = describes a situation where the benefits of a previous change are lost when a new initiative is introduced.
initiative fatigue = people become cynical and exhausted with the constant stream of different change programmes.
initiatives should be undertaken sparingly against a background of continual small adaptations.
Levels of change