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Change & Effective Mgmt., Chapter 13, Chapter 14 - Coggle Diagram

- - - - Aggressiveness / Resist
      - Acceptance / Smooth
    - - strong tendency to endure
    - - Mergers should be considered
    - - POs are change-resistant but do change
    - - Termination is difficult
  - - - Attributes of Innovation do affect implementation
    - - Need for Change
      - Start with Concrete Change
      - Structural Change
      - Holding On & Letting Go
      - Strategic Action
      - Deal with Risk & use political skills
  - - - Technology
      - Administrative
      - Products & Services
      - Human Resource
      - Tichy (1983)
        
        Technical
        
        Cultural
        
        Political
      - Golembiewski (1986)
        
        Beta
        
        Gamma
        
        Alpha
    - - Greiner (1967)
        
        Phase IV: Invention and Commitment
        
        Phase V: Experimentation and Search
        
        Phase III: Diagnosis and Recognition
        
        Phase VI: Reinforcement and Acceptance
        
        Phase II: Intervention and Reorientation
        
        Phase I: Pressure and Arousal
      - Kotter (1995)
        
        Form a powerful guiding coalition.
        
        Create a vision.
        
        Establish a sense of urgency.
        
        Communicate the vision.
        
        Empower others to act on the vision.
        
        Create short-term wins
        
        Consolidate improvements and produce further change.
        
        Institutionalize the new approach.
      - Fernandez and Rainey (2006)
        
        Determinants of Successful Implementation
        
        Proposition
        
        Ensure top management support
        and commitment
        
        Build external support
        
        Build internal support and overcome
        resistance
        
        Provide resources
        
        Provide a plan .
        
        Institutionalize change
        
        Ensure the need .
        
        Pursue comprehensive change
        
        Sub-proposition
      - Conditions for a Successful Change
        
        Appropriate timing for collective support
        
        A comprehensive, clear, realistic alternative process
        
        A durable power center, committed to successful change
  - - - Common Assumptions
        
        organizations
        
        groups
        
        people
    - - Consultants
        
        institutionalizing
        
        terminate relationship
        
        ultimate phase
    - - Recruitment & Selection
      - Training & Development
      - Counseling & Job Design
    - - OD focuses too much on human relation issues
      - Golembiewski (1969)
        
        Admin hierarchy fragmented
        
        work relationships
        
        political systems shift emphasis
        
        Multiple Actors
        
        Conflicting Interests
- - - - Federal Agencies comparable to private firms
    - - Peters and
        Waterman ’s In Search of Excellence (1982)
        
        coherence of culture
        
        Staying close to the customer
        
        Valuing autonomy and entrepreneurship
        
        A bias for action
        
        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.
      - Ouchi (1981)
        
        Japanese firms
        
        work groups
        
        development of philosophies & styles
        
        trust in employees
    - - Acquiring, developing, and retaining talent
      - Results-oriented organizational culture
      - Strategic Human Capital Planning
      - Leadership
    - - Granting a franchise to private operators
      - Vouchers to purchase services
      - Using Volunteers
      - Subsidies and financial incentives to private firms
      - Self-help or co-production programs
      - Selling off or shedding activities to private operators
      - Pitfalls
        
        scandals
        
        don't always get what you pay for
      - Conditions for Successful Privatization
        
        Leadership, Strategy & Culture
        
        Structure
        
        Departmentalization or subunits
        
        Hierarchy and centralization
        
        Specialization and responsibility
        
        Rules and regulations
        
        Goals and Values
        
        Process
        
        Power relationships
        
        Decision-making processes
        
        Communications
        
        Change and innovation
        
        People
        
        Environment
        
        Resource Support
        
        Legal & institutional environment
        
        Political Environment
        
        Bidders
        
        Performance & Effectiveness
      - Contingencies
        
        Manage strong employee or union opposition to the contract
        
        effective precontract planning and analysis
        
        range of contractors submit competitive bids
        
        effective contracts, with clear stipulation of goals and performance criteria
  - - - clear missions and objectives
      - org seen as special
      - clear job tasks and goals
      - great value on people
      - challenge and encourage people
      - innovative ways to manage people
      - delegation of responsibility
    - - Focused Mission
      - Nurturing Community
      - Learning
      - Enabling Leadership
    - - Leadership & Managing Employees
      - Task Design & Work Environment
      - Mission or Public Orientation
  - - - measurement and assessment of quality at all phases of production and commit to improvement
      - teamwork, trust, and communication in improving quality
      - work with suppliers to improve their relationship
      - well-developed training programs
      - Define quality in terms of customer needs
      - broad organizational commitment to the process
  - - - Gilmour and Lewis (2006)