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Organisational Change Chapter 2

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Organisational Change Chapter 2
Organisational Change
Chapter 2 The Nature of Change

1

Introduction
The chapter:  Discusses a number of frameworks for categorising change.  Explains why, in order to be effective, it is necessary to understand the differences between various types of change.
2

Objectives
To:

 Emphasise the complex nature of organisational change;  Describe and discuss the multi-dimensional nature of organisational change;  Analyse change situations in order to choose appropriate methods of managing and implementing change;  Recognise that there are limitations to the ‘common-sense’ approach to managing change that assumes that change can be planned as a logical. Step by step, sequence of activities.  This because of cultural, political and leadership dynamics.
3

Background: A definition of strategy

Strategy is:

the direction and scope of an organisation over the long term which achieves advantage for the organisation through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations.
Source: Johnson, G. & Scholes, K. (1993) Exploring Corporate Strategy, London, Prentice Hall, p. 10.

4

Environmental turbulence






Ansoff & McDonnel (1990) (recap) – Level 1. Predictable – Level 2. Forecastable by extrapolation – Level 3. Predictable threats & opportunities – Level 4. Partially predictable opportunities – Level 5. Unpredictable surprises Strebel (1996) – Weak forces – Moderate forces – Strong forces Stacey (1996) (recap) – Close to certainty – Far from certainty
5

Varieties of change (overview)






Grundy (1993) – Smooth incremental – Bumpy incremental – Discontinuous Tushman et al (1986) – Converging (fine-tuning) – Converging (incremental) – Discontinuous or frame-breaking Dunphy & Stace (1993) – Fine tuning – Incremental adjustment – Modular transformation – Corporate transformation
6

Varieties of change (Grundy)
Smooth incremental –

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