Chapter 11 Managing the organisation
Change is any form of effort or initiative undertaken to alter a particular aspect of
an organisation
Control of change
Controlled by change
Change can provoke very strong emotions and resistance
Different perceptions of change:
Management perception: future of the company and growing and
developing controllers they perceived employees that obstruct or
resist change as devils
Employee perception: fear and ignorance, take the change personally
victims they perceived management implementing the change as Nazis
External triggers for change: PEST:
Political: policies, laws
Economic: economic conditions
Socio-cultural: social attitudes and values
Technological: technology used in other organisation giving a competitive
advantage
Lewin
Force-field analysis: provides a snapshot or overall view of a change situation
Resistance of change weakens the side to move
Triggers to change strengthen the side to move
Triggers against resistance factors in a diagram
Cummings and Worley
Four main areas of change management:
1. Strategic interventions: major shifts in the overall focus and direction of
the organisation
2. Technostructural interventions: look at areas of technology and the
organisation’s structure
3. Human process interventions: concerned with human social issues in the
organisation
4. Human resource issues: focussed on people at a more individual level
Two camps:
1. Planned approach: change managed through a series of steps
2. Emergent approach: change as more unpredictable, likely to be carried
along by the flow of events within the organisation and unpredictable
influences from the environment
Three approaches:
1. Naïve approach to change: viewing the organisation as a set of building
blocks
Organisation has a solid structure that management have complete power
to control and change at will easy to change
Structure of the company: simple and solid
Change is any form of effort or initiative undertaken to alter a particular aspect of
an organisation
Control of change
Controlled by change
Change can provoke very strong emotions and resistance
Different perceptions of change:
Management perception: future of the company and growing and
developing controllers they perceived employees that obstruct or
resist change as devils
Employee perception: fear and ignorance, take the change personally
victims they perceived management implementing the change as Nazis
External triggers for change: PEST:
Political: policies, laws
Economic: economic conditions
Socio-cultural: social attitudes and values
Technological: technology used in other organisation giving a competitive
advantage
Lewin
Force-field analysis: provides a snapshot or overall view of a change situation
Resistance of change weakens the side to move
Triggers to change strengthen the side to move
Triggers against resistance factors in a diagram
Cummings and Worley
Four main areas of change management:
1. Strategic interventions: major shifts in the overall focus and direction of
the organisation
2. Technostructural interventions: look at areas of technology and the
organisation’s structure
3. Human process interventions: concerned with human social issues in the
organisation
4. Human resource issues: focussed on people at a more individual level
Two camps:
1. Planned approach: change managed through a series of steps
2. Emergent approach: change as more unpredictable, likely to be carried
along by the flow of events within the organisation and unpredictable
influences from the environment
Three approaches:
1. Naïve approach to change: viewing the organisation as a set of building
blocks
Organisation has a solid structure that management have complete power
to control and change at will easy to change
Structure of the company: simple and solid
