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Managing Organizational Change and Development - Coggle Diagram
Managing Organizational Change and
Development
Organizational Life Cycles
Large-scale Planned Change
Resistance to change
traditional bureaucratic forms of organization inhibit
change
The rule-oriented characteristics and the normal human tendency to resist change
Good reasons to resist change
Some new ideas are simply bad
Elected officials and political appointees initiate reforms but show a disinclination to become deeply involved in implementation
Mandates can be ambiguous and their tenure short
In government: successful change requires sustained support from higher levels, participative planning, and flexible implementation.
Type of changes
Daft (2013)
Administrative changes
Changes in products and services
Human resource changes
Technology changes
Golembiewski (1986)
Alpha change
Beta change
Gamma change
Golembiewski (1986)
Organizational Development
The aim
to improve the functioning of organizations, especially along human relations and social dimensions, by applying social scientific theory and techniques
Focus
improving communication, problem-solving, conflict airing and resolution, decision-making, and trust and openness
Root
In the human relations orientation and in the groups
dynamics movement
OD Interventions and Change Processes
Interventions techniques
Surveys, team-building techniques, process consultation, T-groups, encounter groups, or
sensitivity sessions
Phases of an Action Research Model
Performance gap
Executives confer with an organizational consultant
Diagnosis
Feedback
Joint action planning
Further data gathering
Further feedback
The client groups discuss and work on the data from the diagnosis and earlier
sessions
Action planning
Action
Further data gathering
Further feedback
Further action planning
Continuation and consultant departure
Critics
attack OD for lack of substantive theory and theory-based research
OD in the Public Sector
Golembiewski (1969)
Application of OD may present more challenges in public sector
Golembiewski (1985)
reports evidence that OD projects in the public
sector enjoy a relatively impressive success rate
Success and Failure in Large-Scale,
Planned Organizational Change
Patterns of Successful Organizational Change (Greiner, 1967)
Phase I: Pressure and Arousal
Phase II: Intervention and Reorientation
Phase III: Diagnosis and Recognition
Phase IV: Invention and Commitment
Phase V: Experimentation and Search
Phase VI: Reinforcement and Acceptance
Steps for Successful
Organizational Transformation (Kotter, 1995)
Establishing a sense of urgency
Forming a powerful guiding coalition
Creating a vision
Communicating the vision
Empowering others to act on the vision
Creating short-term wins
Consolidating improvements and producing further change
Institutionalizing the new approach
Successful Revitalization in Public Agencies
Poister (1988) pointed out that revitalization efforts reflect multifaceted processes of strategic change, involving many policy, managerial, technological, and political initiatives and a series of strategies
that developed over time.
Two Contrasting Cases
The “O Area” Reforms in the Dept. of State
US State Department’s Unsuccessful
Attempt to reduce bureaucracy
Modularization of Claims Processing in the SSA
succeeded in a similar effort
Advancing Effective Management in the Public Sector
The Performance of Public Organizations
Criticism of government and its components is widespread
Goodsell (2004) pointed to substantial evidence that public organizations and employees frequently perform well and defy many of the negative stereotypes that echo in the media, popular opinion, and political and academic discourse
Profiles of Corporate Excellence
Peters and
Waterman ’s In Search of Excellence (1982)
The successful firms
A bias for action
Staying close to the customer
Valuing autonomy and entrepreneurship
Enhancing productivity through people
A hands-on, value-driven approach
Sticking to the knitting
A simple form and lean staff
Simultaneous loose and tight properties
Research on Effective Public Organizations
Gold (1982) studied ten successful organizations—
five public and five private, certain
common characteristics
They emphasized clear missions and objectives
The people in the organization saw it as special because of its products or services, and they took pride in this
Management placed great value on the people in the organization
they emphasized innovative ways of managing people
Management emphasized delegation of responsibility and authority
Job tasks and goals were clear, and employees received much feedback
The handling of jobs, participation, and the personnel function was aimed at challenging people and encouraging their enthusiasm and development
Hale (1996) summarized values of high-performance public agencies
Learning
A focused mission
A nurturing community
Enabling leadership
Propositions About Effective Public Organizations
Public agencies are more likely to perform effectively when there are high levels of the following conditions
Effective relations with oversight authorities
Effective relations with other stakeholders
Responsive autonomy in relation to political oversight and influence
Mission valence (the attractiveness of the mission)
Strong organizational culture, linked to mission
Effective leadership
Effective task design
Effective development of human resources
High levels of professionalism among members
High levels of motivation among members
Trends and Developments in the Pursuit of Effective
Public Management
Total Quality Management (TQM)
TQM refers more to a general movement
or philosophy of management than to a specifi c set of management procedures.
W. Edwards Deming, one of the founders of this movement
he advocated using statistical measures of the quality of a product during all the phases of its production
In the beginning, his ideas received little attention from managers in the United States. The Japanese, however, embraced his ideas enthusiastically.
The Reinventing Government Movement
Osborne and Gaebler ’s book Reinventing Government (1992)
They called for more entrepreneurial activities to supplant the old-fashioned, centralized, bureaucratic model that dominated many government agencies and programs
Osborne and Gaebler’s Strategies for
Reinventing Government
CATALYTIC GOVERNMENT
COMMUNITY-OWNED GOVERNMENT
COMPETITIVE GOVERNMENT
MISSION-DRIVEN GOVERNMENT
RESULTS-ORIENTED GOVERNMENT
CUSTOMER-DRIVEN GOVERNMENT
ENTERPRISING GOVERNMENT
ANTICIPATORY GOVERNMENT
DECENTRALIZED GOVERNMENT
MARKET-ORIENTED GOVERNMENT
The National Performance Review
The REGO movement influenced the Clinton administration’s National Performance Review (NPR)
the NPR’s tenor was similar to that of the reinventing
government movement
The first report (Gore, 1993) argued that the federal government needed a drastic overhaul to improve its operations
Major Priorities and Initiatives
Cut Red Tape
Put Customers First
Empower Employees to Get Results
Cut Back to Basics
The President ’s Management Agenda
Bush's five primary government-wide initiatives
Strategic Management of Human
Capital
Human Capital Movement
The GAO framework
4 more items...
Competitive Sourcing
Improved Financial Performance
Expanded Electronic Government
Budget and Performance Integration
The U.S. Office of Management and Budget (OMB) then issued agency scorecards to twenty-five major federal agencies that were based on discussions with experts in government and universities
Managing Major Initiatives and Priorities: Privatization
and Contracting Out
As a strategy for dealing
with tightened budgets in the public sector
For escaping alleged weakness of government through innovative and flexible ways of delivering public services
Privatization of public services can take many forms
besides selling the operation or contracting it out
Natural Change
The Stages of Organizational Life Cycles
Downs (1967)
Early stage: struggle for autonomy
Middle stage of rapid expansion and innovation
Deceleration phase
Quinn and Cameron’s (1983)
Entrepreneurial Stage
Collectivity Stage
Formalization/Control Stage
Elaboration Stage
Organizational Decline and Death
Vulnerability and loss of legitimacy
Environmental entropy
Responses to decline
Aggressively resist or acceptance
Cutback management
Levine (1980) two groups of tactics
to resist decline
to smooth decline
Innovation and Organizations
Innovation is an organizational survival response
Linden (1990)
Innovative managers characteristics
Using political skills
Dealing with risk
Using structural changes
Starting with concrete change
Creating a felt need for change
Holding on and letting go
Strategic action