Organizational Change Models and Strategies

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Organizational Change Models and Change Strategies

Martin H. Pham

Amberton University

To remain competitive in today’s economy companies must be ready to manage organizational change effectively and efficiently. With the pace of change continually increasing, everyone is affected by change. Organizational change models are used to assist in reorganizing and/or restricting a company. There are many change models that exist today which have different tools and benefits. By comparing and contrasting each model to determine which would best fit the specific situation, one could be successful in managing change (Benajmin, Naimi, & Lopez 2012).

Looking at the factors that were drivers for organizational change for Boeing, I have chosen one of the oldest diagnostic models called the Six-Box Organizational Model. Marvin Weisbord created it as a result of his effort to combine data, theories, research and ideas into an instrument for anyone to use. The two elements of organizational life that Weisbord focused on were the “task” and the “process”. This model is mainly used with cause analysis to help change managers see how organizations and society influence each other simultaneously. The six variables, which represent each box in the model, are: Purpose, Structure, Rewards, Helping Mechanisms, Relationships, and Leadership. First, the concept behind the purpose variable is identifying what business does the company operate in. Determining what business one is in calls for an organization to evaluate and express the reason for its existence. Second, the structure illustrates organizational form through which tasks and processes are organized. The major focus is on how work is completed or not completed. Thirdly, the rewards box asks if all the required tasks have incentives focusing on motivation and incentive issues. Understanding how the incentive issues are perceived will provide helpful insight on what will work best for an organization. Next, the helping mechanisms refer to the policies, programs, meetings, systems, and committees that facilitate collaborative efforts to meet goals. To see how valuable they are to an organization, one must determine how the mechanisms are utilized. After the helping mechanisms, the next box to look at is the relationships, which focus on who should deal with whom and about what; and the quality of those relationships. The last box is leadership, which is intentionally placed in the center and encompassed by the other boxes because it takes strong leaders to continually assess and balance the other five. The Six-Box Organizational model helps assess two key factors. The first key factor is the fit between the organization and its environment, and the other factor is the fit between the individual and the organization. When one clearly understands and can identify each variable in this model will benefit in its use to organize and data (Benajmin, Naimi, & Lopez 2012).

The Six-Box Organizational Model can be applied to analyze and help identify the issues at Boeing. The first factor is the purpose of Boeing; it was at the leading manufacturer of aircrafts. However, in 1994 Airbus, its main competitor had booked more orders that later caused a series of changes that in retrospect were harmful for the company. The merger with McDonnell Douglas in 1997 furthermore resulted in a cultural conflict that put the organization into a complicated situation. By entering the information services and the space industry to diversify itself, Boeing pushed its focus further into disarray. The second box in the model is structure. The company’s structure had not changed in decades and evidence of this is how it was not able to meet the dramatic market demand in the late 1990s. To try to meet the surplus of orders, Boeing doubled its production that then caused a manufacturing crisis. Also, after the...
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