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The Nature of Planned Change Chapter Two

The Nature of Planned Change Chapter Two. Ranae Reynolds Scott Smith Leona Turner Lynn Wilhelm LDR-686-SA – Organizational Design and Development – Dr. David B. Lucas Siena Heights University-Southfield Campus October 15, 2012. is inevitable!. Lynn Wilhelm. Lewin’s Change Model.

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The Nature of Planned Change Chapter Two

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  1. The Nature of Planned ChangeChapter Two Ranae Reynolds Scott Smith Leona Turner Lynn Wilhelm LDR-686-SA – Organizational Design and Development – Dr. David B. Lucas Siena Heights University-Southfield Campus October 15, 2012

  2. is inevitable! Lynn Wilhelm

  3. Lewin’s Change Model Lynn Wilhelm

  4. Action Research Model Lynn Wilhelm

  5. The Positive Model Lynn Wilhelm

  6. Comparison of Change Models Overlap in various ways Lewin’s focuses on how to fix problems All others focus on what the organization does well and leverages those strengths Lynn Wilhelm

  7. The General Model of Planned ChangeRanae Reynolds

  8. Entering and Contracting Entering Phase involves gathering information from the organization to understand the problems or to determine the positive areas for inquiry. Contracting Phase spells out the changes that will proceed for the future, the resources that will be used and how everyone will be involved. Ranae Reynolds

  9. Diagnosing Central change Activities • Gathering • Analyzing • Feedback Ranae Reynolds

  10. Planning and Implementing Change • Human process interventions at the individual, group, and total system levels; • Interventions that modify an organization’s structure and technology; • Human resources interventions that seek to improve member performance and wellness; • Strategic interventions that involve managing the organization's relationship to its external environment and the internal structure and process necessary to support a business strategy. Ranae Reynolds

  11. Evaluating and Institutionalizing Change Evaluating Change requires feedback about whether changes should be continued, modified, or suspended. Institutionalizing Change requires reinforcement through feedback, rewards and training. Ranae Reynolds

  12. General Model of Planned Change Leona Turner

  13. Planned Change • What is planned change? • Planned change can vary enormously from one situation to another. Why? • Can be contrasted across situations along three dimensions. Leona Turner

  14. Key Dimensions of Planned Change • Magnitude of Change • The degree to which the client system is organized • The setting-domestic or international Leona Turner

  15. Magnitude of Change • Planned change efforts range from incremental to fundamental. • OD practitioners are usually contacted by managers for specific problems. • Diagnostic and change activities are limited to defined issues. Leona Turner

  16. Incremental Changes • Involves limited dimensions and levels of the organization • Occur within the context of the organization’s existing business areas. • Aimed at improving the status quo Leona Turner

  17. Fundamental Change • Directed at significantly altering how the organization operates. • Involve several organizational dimensions. • Involve changing multiple levels of the organization. Leona Turner

  18. Chapter 2 Topics • Domestic vs. International Settings • Critique of Planned Change • Conceptualization • Practice • IMAR Planned Change in an Under-Organized System Scott Smith

  19. Domestic vs. International Domestic (NA & EU) • Equality • Involvement • Short time horizons International (APA) • Hierarchical • Status • Avoid personal • Save face • Long time horizons Scott Smith

  20. Domestic vs. International Action Research Process (ARP) recommended • Cyclical • Joint activities between organization members • Multiple steps that overlap • Problem identification • Consult with behavioral science expert • Data gathering and diagnosis • Feedback Scott Smith

  21. Domestic vs. International ARP adapted to fit cultural context • Many organizational members • Execs only • Top-down • Inside vs. outside consultants • Face-to-face interviews Scott Smith

  22. Domestic vs. International OD Practitioner must: • Aware of own cultural biases • See issues from another perspective • Fluent in values and assumptions of country • Understand economic and political context • Vacations • Time zones Cultural Guide recommended Scott Smith

  23. Domestic vs. InternationalTyler Lacoma Virtual Organizations – Time and Distance • A business model that supports • Online collaboration applications (audio and video conferencing) • Employees are able to use mobile technology and home offices to overcome the barriers that time difference presents. Scott Smith

  24. Domestic vs. InternationalChacar, Celo and Thams Synergies of Domestic Companies with MNCs Advantages • Scale • Existing resources Disadvantages • “Foreignness” • China / Japan island dispute • Culture • Required (JVs) Scott Smith

  25. Conceptualization of Planned Change Critique • Must identify organizational features that can be changed • Intended outcomes from changes • Mechanisms by which change is achieved • Contingencies on which change depends Scott Smith

  26. Conceptualization of Planned Change Critique (cont). Contingencies • Stages differ across situations • Magnitude • Client system organization • Domestic or international Intuitive? Scott Smith

  27. Conceptualization of Planned Change Critique (cont). Not rational or orderly, but chaotic • Shifting goals • Discontinuous activities • Surprising events • Unexpected combinations • Overzealous testimonials Change never ends Scott Smith

  28. Practice of Planned Change Critique • Specialized OD practitioners (TQM, AI, Group) • results in inappropriate method usage (diversity, reengineering, self-managing teams) • “Cart-before-the-horse” • Self-diagnosis and action plans • Quick-fix instead of required long-term plan • Sub-optimization Scott Smith

  29. Institute for Manufacturing and Automation Research (IMAR) Case Study So how does IMAR rate? • Strong leader and vision (Dale Hartman, Hughes) • Basic research (non-competitive) • Oversight (board, NSF, co-directors) • Strong industry-university partnership • 5-year self-sustaining requirement (no NSF) • Committed funding • Audits, project team oversight Scott Smith

  30. Thibault Fally on International vs. Domestic Production Fragmentation: Scott Smith

  31. Resources Bauer, T., (2011). Berrinerdogan source: flat world knowledge. Retrieved October 10, 2012 from http://www.peoi.org/Courses/Coursesen/orgbeh1/contents/frame14b.html Chacar, Aya S., Celo, Sokol, and Thams, Yannick. (2010). The performance of multinational affiliates versus domestic firms. Retrieved on October 4, 2012 from http://www.na- businesspress.com/JMPP/ChacarWeb.pdf Cummings, T., and Worley, C.,(2009).Organization development and change. Thomson/South-Western, Ohio Fally, Thibault. (January 10, 2012). Has production become more fragmented? International vs. domestic perspectives. Retrieved on October 8, 2012 from http://www.voxeu.org/article/has-production- become-more-fragmented-international-vs-domestic-perspectives Lacoma, Tyler. Changing organizational structure when going global. Retrieved on October 8, 2012 from http://www.ehow.com/info_8456366_changing-organizational-structure-going-global.html

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