Samenvatting
Summary Lectures, Articles & Book PRO3
- Instelling
- Radboud Universiteit Nijmegen (RU)
A full summary of all the lectures, articles and the book you must know for the exam of PRO3.
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Voorbeeld 4 van de 43 pagina's
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Voorbeeld van de inhoud
LECTURES/ARTICLESPRO3 – 2023
- Van Aken, J. E., & Berends, H. (2018). Problem solving in organizations.
Cambridge university press. Ch 1-3
- Kellogg, K. C. (2011). Hot lights and cold steel: Cultural and political toolkits
for practice change in surgery. Organization Science, 22(2), 482-502.
- Scherer, A. G., Palazzo, G., & Seidl, D. (2013). Managing legitimacy in
complex and heterogeneous environments: Sustainable development in a
globalized world. Journal of Management Studies, 50(2), 259-284.
- Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change
in organizations. Academy of Management Review, 20(3), 510-540.
,TABLE OF CONTENT
WEEK 1......................................................................................................................................3
Lecture 1 - Introduction..........................................................................................................3
Chapter 1 - exploring strategic change; an introduction.........................................................5
Article – Van de Ven & Poole (1995).....................................................................................6
WEEK 2......................................................................................................................................9
Lecture 2, Chapter 2 & 3 – Design Choices, the Change Path & understanding
implementation choices...........................................................................................................9
WEEK 3....................................................................................................................................15
Lecture 3 – Business Problem Solving.................................................................................15
Book - Van Aken & Berends................................................................................................17
WEEK 4....................................................................................................................................21
Lecture 4 – change context: organizing for change in surgery.............................................21
Article - Kellogg (2011)........................................................................................................22
WEEK 5....................................................................................................................................26
Lecture 5, Chapter 4 & 5 – Analyzing the Change Context and designing the transition....26
WEEK 6....................................................................................................................................34
Lecture 6, Chapter 6 & 7 – Transition Management............................................................34
Article - Scherer, Palazzo & Seidi (2013).............................................................................39
WEEK 7....................................................................................................................................43
Chapter 8 – concluding comments........................................................................................43
,WEEK 1
Lecture 1 - Introduction
DOVE (DDIE) Cycle: Diagnose – Design of a solution– Implementation – Evaluation.
Organizational change is relevant in today’s fast moving society and the inclusion of a
broader set of stakeholders. Organizational change is more emphasized on the process of
change instead of the individual parts. It cuts across the functions and hierarchical levels.
Strategic / transformational change is an organizational shift in the context of
environmental developments:
- Tasks context: more specific (important competitors, important customers etc.).
- Macro context: Social, Economic, Political, Technological & Ecological.
o Outer context = task context + macro context.
o Inner context = what is happening within the organization.
The change of many trajectories start in a change in the outer context.
Elements of change
- Hard elements: tangible elements (changes in patters of resource allocation,
organizational structure and processes).
- Soft elements: intangible elements (changes in central believes that members of an
organization hold about the organization, the nature of its environment and the
competition and how it competes – culture).
- Means: how do you want to achieve the goals.
- Ends: goals of the organization.
o Change can affect means, ends or both.
Context specific change
1. Change content: the way and what of change; an outline of the required future state
of the organization and its relationship to the current state of the organization.
2. Change process: how is the change implemented? (transition).
3. Outer context: external (competitive) environment.
4. Inner context: internal organizational context (control systems, power, and politics).
The importance of
inner context
, Change flowchart context specific change; identifies different decision-making points in the
strategic change process and sets out the overall way a change agent should approach the
management of strategic change.
1. Analyze competitive position: changed needed
2. Identify desired future state
3. Analyze change context: critical change features.
4. Identify change approach: design choices
5. Design transition process: levers and interventions.
6. Manage the transition: leadership issues.
7. Evaluate change outcomes.
Current state transition state future state
The transition state is about making things happen. It is important to beware of the context
and content of change to make appropriate design choices.
Context specific change = AJTI – managerial capabilities for change agents:
i. Analytical skills: to create a holistic picture of the organization (inner context).
ii. Judgmental skills: to recognize that is critical in a particular change context, and
design a change process that addresses it.
iii. Translation skills: moving between and vocabularies associated with the
formulation of strategy and vocabularies of change implementation.
iv. Implementation skills: to take action and decide on which intervention to make
and in what order to apply them.
Exercise
Hospital Manufacturer Bank
Output (end) Healthy people Products Services
Means Doctors and nurses Have helpful
Workforce machinery /
workforce
Change process: “a progression of change events that unfold during an entity’s existence. An
entity can be an individual organization, but can also be a person.
Process theory: “explanation on how and why an organizational entity changes and develops.
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