Group 1

Group 1JAMBERI BIN BAKAUH 2080394JULIAWATI BINTI JOHARI 2080395NURRUL HAYATI BT ADNAN 2080417 REVATI A/P MANIRAJA 2080420 WILLIAM AK JONATHAN 2080428 NUR SAFINA BINTI MOHD RADUAN 2080416

Chapter 2Images of managing changeIMAGES OF MANAGINGManagement as control -the organization is treated as if it is a machine -it is up to the manager to drive the machine in specific directions -people are told what their roles will be -departments and business units are allocated resources(inputs) so that the machine can perform efficiently and produce the necessary product or services in which it is engaged (outputs)

Management as shaping -managing as being about shaping an organization and what happens in it -people are encouraged to be involved in decisions and helps identified how things can be done better -ways of shaping through rewards, inculcating a particular set of values by providing certain types of information or opportunities

TABLE 2.1IMAGES OF MANAGING

CONTROLLING (ACTIVITIES) Image of managing change:

SHAPING (CAPABILITIES)Image of managing change :

INTENDED

DIRECTOR

COACH

IMAGES OF CHANGE OUTCOMES

PARTIALLY INTENDED

NAVIGATOR

INTERPRETER

UNINTENDED

CARETAKER

NURTURER

IMAGES OF CHANGE OUTCOMEIntended change outcome -can be achieved -Chin and Benne have identified three broad strategies for producing intentional change 1) Empirical-rational strategies- it assume people are rational and follow their own self interest. 2) Normative-re-educative strategies-assume that changes occur when people dispense with their old, normative orientations and gain commitment to new ones. 3) Power coercive strategies achieving intentional change by those with greater power gaining compliance in behavior from those with lesser power -intended change outcomes can be achieved through differing change strategies

Partially intended change outcomes -not all change intentions are achievable -power, processes , interest and the different skill levels of manager affect their ability to produce intentional change outcome -both intended and unintended consequences may emerge from the actions of change managers

Unintended changes outcome -there is less attention paid to this image within the change literature although it is common to the mainstream organizational theory literature 1)internal- include departmental or interunit politics, the drag of pass practices and routines that are difficult to dislodge 2)externally- include a variety of factors such as confrontational industrial relations environment

Six images of managing change1.directorControl and of change outcomes as being achievable.Supported by n-step models and contingency thoeries :n-step models a set of steps that change managers should use to implement whatever is the change.Contingency theories arguing that the nature of this direction depends on a range of organizational factors such as scale of the change, the urgency of the change and the receptivity of organizational members to engaging in the change.

2.NavigatorControl is still seen as at the heart of mngment action, a variety of factors external to managers mean that while they may achieve some intended changes outcomes, others will occur over which they have little control.Supported by contextualist or processual theories of changes.an assumption with contingency theory that change unfolds differently over time and according to the context in which organization finds itself.A process that unfolds through the interplay of multiple variables (context, political processes and consultation) within an organization.

3.CaretakerThe ability to exercise control is severely constrained by a variety of forces, both internally an externally driven, that propel changes relatively independent of a managers intentions.Supported by -life-cycle :entrepreneutual stage, collectivity stage, formalization stage, elaboration stage.

Population Ecology Theory -focus on how environment selects organizations for survival extinction, with whole population of organization changing as a result: 1) organizational variation- can occur as the result of random chance 2) organizational selection- can occur when environment selects organization that are best fit to its condition 3) organizational retention- consists of forces that retain various organizational formed an thereby serve as a counterinfluence to the forces of variation and selectionInstitutional Theory - change managers take similar actions across whole population of organization -it occurs through pressures associated with the interconnectedness of organizations within an industry or environment -three pressures are: 1) coercive- government-mandated changes 2) mimetic- organization imitate the structures and practices of other organizations 3) normative-changes occur through the professionalizing of work such that managers in different organization utilize similar values

Theoretical Underpinning of the Image - OD theory reinforces the change manager as coach image -OD focus is the implementation of change that stresses the importance of humanism, democracy an individual development to organizational life ex (sport coaches)

Image 5 : Change Manager as InterpreterThe manager creates meaning for other organizational members, helping them to make sense of various organizational events and actions.(competing meaning differing group share the same interest & understanding).Supported by the sense-making theory of organizational change and concept of enactmentNeed to provide legitimate arguments & reasons why their actions fit to situation.

Theoretical Underpinning of the ImagePresent by Karl WeickFocus needed on the structuring processes & flow.Adopting latter perspective leads to accomplishment and re-accomplishment the organization routines adjustment to better fit changing circumtance.4 drivers of organization change that shape how capabilities are produce:Throung animationBy directionBy paying attention& updatingThrougj respectful,candid interaction.Image 6 : Change Manager as NurturerEven small changes may have a large impact on organizations and managers are not able to control the outcome of these changes. However, they may nurture their organizations, facilitating organizational qualities that enable positive self-organizing to occur. Theoretical Underpinning of the image: Related to Chaos and Confucian/Taoist theories. Chaos theorynonlinear - fundamental rather than incremental,does not necessarily entail growth. Confucian/Taoist Theoryby Marshak fundamentally different assumptions,assumptions view change as cyclical, processional,journey oriented

Using the six-images framework

Each of image Managing change represent a Weberian ideal type; means they ideal not in the sense of desirable but in the sense of a pure form that may exist completely in reality. Images of managing and the images of change outcomes are not really separate categories but rather form a continuum; Managing - continuum from controlling to shapingChange outcomes- continuum from intended t unintended change outcomes.director, navigator, coach & interpreter change are more positive images than caretaker and nurturer images which entail a more reactive and possibly negative view of the effectiveness of the manager of change.

Three key uses of the six- images Framework

surfacing our assumption about changeassessing dominant images of change using multiple images and perspectives of changesSurfacing our assumption about changeAll of us have a mental model and these help us to simplify and make sense of the complex organizational worlds in which we operate.Being aware of these images enables change managers to assess the assumption that are being made by others with whom they are working or interacting.Resulting from the assessment may be action to reorient the images of the particular change in which they are involved by providing a new images through which the images can be seen.

Assessing dominant images of change Encourages change managers to reflect on whether they are dominated, for all changes, by particular view of change and the limitations of such an image.Using multiple images and perspectives of changeImage-in-use depends on :-Type of change.-Context of change.-Phase of change.-Simultaneous involvement in multiple changes.