Organizational Frame Bending: Principles for Managing Reorientation,
Review of Article: "Organizational frame bending: Principles for managing reorientation," pp. 203-219
Case Analysis: "Marconi plc (A)," pp.184-203
Table of Contents- Article Review: "Organizational frame bending; Principles for managing reorientation"
Question: How do firms administer organizational change using frame bending and long-term organizational reorientation?
Major Themes: Large-scale organizational change Differentiating among various types of organizational change The concept of frame bending
Support of Themes: Types of change: Tuning, adaptation, reorientation, and re-creation Principles of effective frame bending
Critical Evaluation: The main focus of this article is large organizations dealing with managing large-scale planned change. The whole notion of planned organizational change is not new but over the years different attempts have been made to effectively deal with this problem. Planned organizational change is typically initiated by leaders of the organization and is closely related to issues dealing with the organization as a whole. Many external factors such as new technology, competition, and legal issues are some reasons for initiating planned organizational change. Organizational change has a profound effect and influence on the employees and customers of the organization. This change process encompasses the whole organization and usually takes a number of years to produce results. It deals with the way an organization thinks about its business, feels about its employees and the way that the organization is managed. This article gives insight about large-scale organizational change and describes the basic concepts of change and how it is dealt with within the organization. It also describes the different types of organization change. Finally, the authors discuss the concept of frame bending and how it is used to generate planned organizational change. An organization is a multipart system that with available resources
Case Analysis: "Marconi plc (A)," pp.184-203
Table of Contents- Article Review: "Organizational frame bending; Principles for managing reorientation"
Question: How do firms administer organizational change using frame bending and long-term organizational reorientation?
Major Themes: Large-scale organizational change Differentiating among various types of organizational change The concept of frame bending
Support of Themes: Types of change: Tuning, adaptation, reorientation, and re-creation Principles of effective frame bending
Critical Evaluation: The main focus of this article is large organizations dealing with managing large-scale planned change. The whole notion of planned organizational change is not new but over the years different attempts have been made to effectively deal with this problem. Planned organizational change is typically initiated by leaders of the organization and is closely related to issues dealing with the organization as a whole. Many external factors such as new technology, competition, and legal issues are some reasons for initiating planned organizational change. Organizational change has a profound effect and influence on the employees and customers of the organization. This change process encompasses the whole organization and usually takes a number of years to produce results. It deals with the way an organization thinks about its business, feels about its employees and the way that the organization is managed. This article gives insight about large-scale organizational change and describes the basic concepts of change and how it is dealt with within the organization. It also describes the different types of organization change. Finally, the authors discuss the concept of frame bending and how it is used to generate planned organizational change. An organization is a multipart system that with available resources
Cited: Nadler, David A. and Tushman, Michael L. "Organizational Frame Bending: Principles for Managing Reorientation." Managing Change: Cases and Concepts. 2nd Ed. Boston: McGraw Hill, 2003.