Managing Change

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  • Topic: Change management, Management, Organization
  • Pages : 23 (1546 words )
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  • Published : December 4, 2012
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Chapter 2
Images of Managing Change

Learning Objectives






Understand the importance of organizational
images and mental models.
Identify different images of managing and of
change outcomes.
Outline six different images of managing change.
Identify the theoretical underpinnings of these six
change management images.
Understand the practical implications of the six
images and how to use them.

Images of Managing Change
Images of
Managing
Change



◦ Top-down view of management
◦ Fayol’s theory of management:
planning, organizing, commanding,
coordinating and controlling.

Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images

Controlling…



Shaping…
◦ Participative style of management
◦ Improving the capabilities of people
within the organization

Images of Change Outcomes
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images



Intended Change:
◦ Change is a result of planned action



Partially Intended Change:
◦ Change may need to be re-modified
after it is initially implemented



Unintended Change:
◦ Forces beyond the control of the
change manager

Images of Change Managers
Images of
Managing
Change

Images of Managing

Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images

Controlling . . .
(activities)

Intended
Images of
Partially
Change
Intended
Outcomes
Unintended

Shaping . . .
(capabilities)

DIRECTOR

COACH

NAVIGATOR

INTERPRETER

CARETAKER

NURTURER

Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images

Director
 Based on an
image of
management as
control and of
change outcomes
as being
achievable.
 Supported by the
n-step models and
contingency
theory.

Coach
 Relies upon building
in the right set of
values, skills and
“drills” that are
deemed to be the
best ones to be
drawn upon in order
to achieve desired
organizational
outcomes.
 Related to OD
approaches.

Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images

Navigator
 Control is the heart of
management action,
although a variety of
external factors mean
that managers may
achieve some intended
change outcomes and
others will occur over
which they have little
control.
 Supported by the
contextualist and
processual theories of
change.

Interpreter
 The manager
creates meaning for
other organizational
members, helping
them to make sense
of various
organizational
events and actions.
 Supported by the
sense-making
theory of
organizational
change

Images of Change Managers
Images of
Managing
Change
Images of
Change
Outcomes
Images of
Change
Managers:
-Director
-Coach
-Navigator
-Interpreter
-Caretaker
-Nurturer

Three Core
Uses of the
Images

Nurturer
Caretaker
 The manager’s control  Even small changes may
have a large impact on
is severely impeded by
organizations and
a variety of internal
managers are not able to
and external forces
control the outcome of
beyond their scope.
these changes but may
The caretaker
nurture their organizations.
shepherds their
This facilitates
organizations along as
organizational qualities
best they can.
that enable positive self Supported by lifeorganizing to occur. cycle, population Related to chaos and
ecology and
Confucian/...
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