Summary, Articles & Recap of Project Responsible Organisation 3: Organisational Analysis and Change (MAN-BPRO370A)
5 views 0 purchase
Course
Project Responsible Organisation 3 (MANBPRO370A)
Institution
Radboud Universiteit Nijmegen (RU)
Everything students need to know about the subject Project Responsible Organisation 3 regarding the exam. Extra: the necessary articles are included in this summary as well as a final recap of the material of the exam.
Strategic change = descriptive of magnitude in alteration (focuses on gap between formulation &
implementation of strategy)
2 SCHOOLS OF THOUGHT
1) Change is a continuous process (emergent [snel] change as an iterative process) [vaak en snel
kleine stapjes uitvoeren]
2) Change as a process of punctuated equilibrium (long periods of stability with shorter periods
of revolutionary change) [weinig maar grotere stappen uitvoeren]
Strategic drift = gap between what the organization is doing, and what it
needs to be doing (environmental change & organizational change
drijven verder uit elkaar)
Change is context-specific: is dependent on the specific situation of each organization
IMPORTANT CAPABILITES FOR CHANGE AGENTS
1) Analytical skills = create holistic picture of organization (inner context)[kijken naar het geheel]
2) Judgmental skills = recognize what is critical in a change and design a change process that
addresses it
3) Skills in translation = moving between vocabularies associated with the formulation of
strategy and moving between vocabularies of change implementation
4) Implementation skills = act and decide on which intervention to make and in what order to
apply them
CHANGE AS 3 STATES
Current state -> transition state -> future state
In the transition state, there are 3 transition phases:
Mobilize -> Move -> Sustain
,THE CHANGE KALEIDOSCOPE
- Change path (nature of the change and the desired result) (e.g. transformation vs
realignment; incremental vs big-bang [H2]) Change type can be part of the ‘change path’
involving also other types of change (‘change type’ may conclude other organizations)
- Change start-point (where change is initiated and developed)
- Change style (management style of implementation)
- Change target -> thing you want to change (in terms of people’s attitudes and values,
behaviours or outputs)
- Change levers (range of levers and interventions to be deployed across 4 subsystems:
technical, political, cultural & interpersonal)
- Change roles (who is to take the responsibility)
4 BASIC THEORIES AS BUILDING BLOCKS FOR EXPLAINING PROCESSES OF CHANGE IN ORGANIZATIONS
(V.D. VEN & POOLE)
1) Lifecycle = organic growth to explain development in an organization, change is imminent
(totaal aantal levensfases) discovery -> business case -> elaboration -> development -> go
2) Teleology = zoektocht naar het doeleinde achter dingen
3) Dialectics = gebruik maken van gedachte & tegenovergestelde gedachte om tot standpunt te
komen (e.g. developments based on conflicts in the organization)
4) Evolution = geleidelijke ontwikkeling van veranderingen
, LECTURE 1
Strategic or transformational change: organizational shift in the context of environmental
developments:
- Hard changes = involves changes of resource allocation, organization structure and processes
- Soft changes = involves changes in central believes of members of organizations (culture)
Change process = a progression of change events
Process theory = how and why an organization changes and develops
H2 (CHANGE PATH)
END RESULT
NATURE OF CHANGE Transformation (fundamental) Realignment (herschikking)
(not fundamental)
Incremental (step-by-step) Evolution Adaptation
Big bang (all-at-once) Revolution Reconstruction
(often observed change path: from reconstruction to evolution)
CHANGE CAN EVOLVE IN:
Transformation Realignment
- Mission & purpose - Change to the way of doing things
- Fundamental - Not fundamental
Evolution Adaptation (incremental)
Revolution (most businesses not feasible) Reconstruction (faster & more dramatic)
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller thomasdenotter2000. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $5.04. You're not tied to anything after your purchase.
