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BITS Pilani

Pilani|Dubai|Goa|Hyderabad
MMZG514 (Lecture # )
Dr. Anubha Dadhich, Department of Management, BITS
Pilani.
BITS Pilani
Pilani|Dubai|Goa|Hyderabad

Chap # 9(T2)
Managing organizational change

BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The intervention strategy model

The intervention strategy model (ISM), is
based on the idea of an open systems
approach.
Open systems approaches view organizations
as a series of interlinked and interdependent
elements and components of systems and
subsystems.
The main point when mapping out
organizational systems is to ensure that all
non-essential relationships are excluded and
all essential ones are included.
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The second key property is systems behavior,
which refers to three factors:
the physical processes of the system itself;
the communication processes used to handle
and transfer information within and between
systems;
the monitoring processes that maintain the
systems stability.

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The ISM itself is a set of basic investigative
techniques built around the notion of open
systems and their key properties. It is linked to
three stages of system intervention:
Stage 1: Problem definition
1. Clarifying the objectives of the change
2. Capturing data and performance indicators.
3.Diagnosing the systems properties
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Stage 2: The evaluation and design phase
4. Analyzing the system
5.Determining options or solutions
6. Evaluating options or solutions
Stage 3: The implementation phase
7. Implementing the chosen option or solution.
8. Appraisal and monitoring.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The egocentric perspective on organizational
environmental relations
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
A more realistic perspective on organizational
environmental relations
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The strategic change process model

This model complements the ISM framework
in explaining the implementation stage in
more detail. It focuses on the complex set of
events, activities, language practices,
emotions and reactions that help explain:
what would be needed for successful change
to occur in organizations;
why most change initiatives are rarely
successful in embedding change in
organizations.

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The strategic change model
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The strategic change model
The key features and stages of the model are
as follows:
Receptive contexts for change. These contexts
are especially important for successful change
to become embedded in complex
organizations. We can identify four such levels
of context: the social, the industry
organizational context, the inner
organizational context and the relational
context.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The conception stage : This is the stage during
which new strategies and new strategic
discourses are developed.
The transition stage. For the key messages of
change to progress to the transition stage,
credible and novel culture changes and HRM
strategies have to be read positively by all
levels of management, including main board,
subsidiary and middle-level operational
managers.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The embedding stage : For the message of
change to continue to progress towards the
embedding stage, where a new strategic
discourse of change has taken root, the
communication of early positive outcomes,
supported by evidence of its benefits, is
necessary to overcome continued resistance
or, often more likely, the kind of benign
neglect by employees that often accompanies
change programmes.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
The feedback stage. This stage is critical for
continuous change in the organization, during
which the outcomes of strategic innovations
are fed back into the organizational contexts
particularly new employee attitudes and
behaviors, the capacity of employees to
unlearn, change and innovate, and positive
attitudes towards the ways in which changes
were implemented.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Organizational culture: different meanings &
views
Organizational culture has caused some controversy
among academics and consultants because it can be
defined and understood in quite different ways, all of
which have distinctive, practical implications. There
are at least four such views:
the unitary view and mono-cultures;
the anthropological view and subcultures;
the conflict view and brandwashing;
the fragmented view and paradoxes
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The Unitary view

The unitary view of organizations rests on the
assumption that companies are, under normal
circumstances, best characterized by common
interests and consensus between different
stakeholders.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The Anthropological view

This is a quite different perspective on culture;
it has much less to do with managerial control
than with understanding organizations.
Culture, rather than being treated as
something an organization possesses, is seen
as the very essence of the organization.
In other words, culture is something an
organization is rather than has.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
This view of organizational culture has some
fundamental implications, the most important
of which is that an organizational culture
cannot be owned and managed in the strict
sense of these terms. For an organizational
culture to develop and evolve, it has to be
created, shared and lived by the majority of
employees, not just managers.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The conflict view

A third view, widely held among critical
organizational theorists and many union officials,
sees culture management as a form of organizational
domination and social engineering, in which
managers attempt to manipulate organizations for
their own aims through the selection and
development process.
This approach questions the ethics of culture change
programmes and rebranding exercises, seeing them
as little more than exercises in brainwashing or
brand washing.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

The Fragmented view

A final view is associated with the school of
thinking called postmodernism. It is not
necessary to go into the ideas of
postmodernism in any depth for our purposes,
but one of its key contributions to
management thinking is to question the
notion of a single and permanent reality.
The fragmented view sees organization
cultures as consistent and inconsistent,
contradictory and confused, all at the same
time.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

THANK YOU !!
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