Probleem 2:
Vignet A: Organisational Change
(A1) Lecture
OBJECTIVES OF CHANGE MANAGEMENT:
1. Project or Programme Progress
2. Investing in / Excelerate Buisness Value
3. Desired behaviour as the best outcome
CONSULTING OR MULTINATIONAL JOBS?
Consulting Multinational
Peope are the product of this job
Learning / feedback driven Task or responsibility driven
Development Goal setting
Strong Hierarchy Ownership = what you do is the end
result
Focus on client Focus on organization
Short term engagement Building longer impact
Division of attention Full focus / dive deep
Innovation and change Make it happen
(A2) Models Organizational Change (OC)
JEX, S. M., & BRITT, T.W. (2014). CHAPTER 15.
FRENCH, W. L., & BELL JR., C. H. (1999).
FOUNDATIONS OF ORGANIZATION DEVELOPMENT.
CUMMINGS, T.C., & WORLEY, C. G. (2015). THE
NATURE OF PLANNED CHANGE.
MODELS OF ORGANISATIONAL CHANGE:
= Every company has its own DNA that the differente Change Models try to make
sense of (lecture)
1. Lewin’s Three step Model of Planned Change.
,2. The Action Research model of Planned Change.
a. Cyclisch onderzoeksprocess.
3. Positive Model of Plannend Change
a. Focust op wat een organisatie goed doet en bouwt hierop voor het
bereiken van nog betere resultaten.
b. Appreciative Inquire
, 4. General model of Planned Change.
a. Vergelijkbaar met Action Research Model
5. General System Theory
a. Open Systems
b. Continue dynamische interactie met externe omgeving
c. Dynamic homeostatis: de Open Systems bereiken een Steady State /
Equilibrium waarbij ze in evenwicht blijven.
d. Congruentie tussen componenten van de Open Systems
e. Open system planning
f. Open system thinking: belangrijk in het verkrijgen van een
leerorganisatie die effectief en snel kan omgaan met een veranderende
omgeving.
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