1. Diagnosing external alignment Some models focus on diagnosing the quality of an organisations alignment with the external environment. A good example is SWOTTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20101

2. SWOT SWOT is a diagnostic model for assessing external alignment and identifying what needs to be changed to improve organizational effectivenessTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20102 3. Diagnosing external alignment Internal factors11 22 33 44Strengths StrengthsWays to exploit Ways to exploit11 22 33 4411 22 33 44Weaknesses WeaknessesWays to reduce Ways to reduce11 22 33 44External factors Opportunities Opportunities11 22 33 44Ways to exploit Ways to exploit11 22 33 4411 22 33 44Threats ThreatsWays to reduce Ways to reduce11 22 33 44THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20103 4. Diagnosing internal alignment Some diagnostic models focus primarily on the quality of an organizations internal alignment. A good example is the Mckinsey 7S modelTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20104 5. The Mckinsey 7S modelSource: Pascale & Athos, 1981, The Art of Japanese ManagementTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20105 6. Diagnosing internal & external alignment Some diagnostic models are more comprehensive and pay attention to both internal and external alignment. A good example is the Burke-Litwin causal model of organizational performance and changeTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20106 7. The Burke-Litwin causal model of organizational performance and changeExternal EnvironmentLeadership Mission and strategyOrganization cultureManagement Practices Structure internal & external alignment relative weight of causal relationshipsSystems (policies and procedures)Work unit climateTasks and individual rolesMotivationIndividual and Organizational performanceIndividual needs and valuesSource: Burke and Litwin, 1992: 528THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20107 8. External EnvironmentTransformational change transformational elementsLeadership Mission and strategyOrganization cultureManagement Practices StructureSystems (policies and procedures)Work unit climateTasks and individual rolesMotivationIndividual and Organizational performanceIndividual needs and valuesSource: Burke and Litwin, 1992: 528THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20108 9. External EnvironmentTransactional changeLeadership Mission and strategyOrganization cultureManagement Practices StructureSystems (policies and procedures)Work unit climatetransactional elements Tasks and individual rolesMotivationIndividual and Organizational performanceIndividual needs and valuesSource: Burke and Litwin, 1992: 528THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 20109 10. Life cycle models Life cycle models posit that organizations progress through a series of predictable stages of development and that each stage brings with it a set of alignment related issues that have to be managed. A good example is Greiners five phases of growthTHE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201010 11. Greiners five phases of growthCrisis of ?size Crisis of RED TAPECrisis of AUTONOMYCrisis of CONTROL4. Growth through COORDINATIONCrisis of LEADERSHIP3. 2.1.5. Growth through COLLABORATIONGrowth through DELEGATIONGrowth through DIRECTIONGrowth through CREATIVITYtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201011 12. Greiners five phases of growth Crisis of ?size Crisis of RED TAPE Crisis of AUTONOMYCrisis of CONTROLCrisis of LEADERSHIP3. 2.1.5. Growth through COLLABORATION 4. Growth through COORDINATION Growth through DELEGATIONGrowth through DIRECTIONGrowth through CREATIVITYtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201012 13. Greiners five phases of growth Crisis of ?size Crisis of RED TAPE Crisis of AUTONOMYCrisis of CONTROLCrisis of LEADERSHIP3. 2.1.5. Growth through COLLABORATION 4. Growth through COORDINATION Growth through DELEGATIONGrowth through DIRECTIONGrowth through CREATIVITYtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201013 14. Greiners five phases of growth Crisis of ?size Crisis of RED TAPECrisis of AUTONOMY Crisis of LEADERSHIP5. Growth through COLLABORATION 4. Growth through COORDINATION 3.2. 1.Crisis of CONTROLGrowth through CREATIVITYGrowth through DELEGATIONGrowth through DIRECTIONtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201014 15. Greiners five phases of growth Crisis of ?size Crisis of RED TAPE Crisis of AUTONOMYCrisis of CONTROLCrisis of LEADERSHIP3. 2.1.5. Growth through COLLABORATION 4. Growth through COORDINATION Growth through DELEGATIONGrowth through DIRECTIONGrowth through CREATIVITYtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201015 16. Greiners five phases of growth Crisis of ?size Crisis of RED TAPE Crisis of AUTONOMYCrisis of CONTROLCrisis of LEADERSHIP3. 2.1.5. Growth through COLLABORATION 4. Growth through COORDINATION Growth through DELEGATIONGrowth through DIRECTIONGrowth through CREATIVITYtime Source: Greiner, 1972, HBR, 50, 38.THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 201016