...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
Words: 2427 - Pages: 10
...Introduction For the short term and long term initiatives an organization needs to implement the change management process in order to make the require changes happen. When an organization change its processes and working style for adding more value to the organization and its operations known as the change management initiative. The change management initiative can be done in various ways which depends on the manager of the organization. Each and every change management process has its own way of changing the processes and operations of an organization. The images of managing change are a set of six points which has the various ways of change management. Each and every image for managing changes has its own particular kind of pattern and formula of implementing the change which is different from one to another. There are six images for the managing change which are director, navigator, caretaker, coach and nurturer. These six images provide various style of implementing changes to the managers which may be different according to the nature and size of the organization. The managers need to choose the appropriate image out of six images which can be beneficial for their organization. Application Analysis The change management case study is related to the company Nike where thy company has made the major changes in its product range in order to reach maximum customers and to cover more market segments and customers. The NIKE was started through the production of sportswear...
Words: 634 - Pages: 3
...Organizational change is inevitable, but not always successful. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful” (Palmer, 2008). Effective leadership is imperative when managing change. Managers must recognize what the pressures are that have prompted the organization to change and adapt their management image to reflect the proper change management initiative. In this paper I will analyze a change management initiative I experienced where external pressures propelled the organization to change. I will argue that management unsuccessfully carried out the change initiative from an images perspective. Finally, I will make recommendations on what management could have done differently to make the change more successful. Before continuing further it is necessary to define the terminology used throughout out the rest of this paper. There are two types of images of managing, “management as control” and “management as shaping.” The former “is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine” (Palmer, 2008). As opposed to the latter where the image is associated with a “participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better” (Palmer, 2008). Most importantly, there are also, “six images of managing change,” they are “six differing images of managing change, each of...
Words: 1110 - Pages: 5
...Organizational change is inevitable, but not always successful. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful” (Palmer, 2008). Effective leadership is imperative when managing change. Managers must recognize what the pressures are that have prompted the organization to change and adapt their management image to reflect the proper change management initiative. In this paper I will analyze a change management initiative I experienced where external pressures propelled the organization to change. I will argue that management unsuccessfully carried out the change initiative from an images perspective. Finally, I will make recommendations on what management could have done differently to make the change more successful. Before continuing further it is necessary to define the terminology used throughout out the rest of this paper. There are two types of images of managing, “management as control” and “management as shaping.” The former “is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine” (Palmer, 2008). As opposed to the latter where the image is associated with a “participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better” (Palmer, 2008). Most importantly, there are also, “six images of managing change,” they are “six differing images of managing change, each...
Words: 1110 - Pages: 5
...The Images paper focuses on the six different images of managing change. These images of change represent the various ways managers view the most effective strategy to bring about change. Each one represents a mindset that is unique to a manager as they try to summarize the key components of change. This paper should focus on evidence that demonstrates how the management of the organization integrated one or more of the Six Images of managing change. Then, what management could have done differently to increase the probability of a more successful change? 1. Introduction a. Briefly explain the change management initiative. b. Briefly explain the importance of the Images concepts and application to the change management initiative 2. Application Analysis a. Provide a history of information from your organization or case study that supports the change management initiative. Provide a review of the change management process related to your chosen topic. b. After providing this review of the change, based on how the change was managed, how would you assess the people/person who managed this change? What Image would you use to describe the change manager(s) style and why? 3. Lessons Learned a. Briefly explain what you have learned by applying the concept to the strategic change initiative. b. Based on what you learned, explain in some detail how a practicing manager could use this knowledge to better manage change. c. Identify any mistakes that were made in using...
Words: 252 - Pages: 2
...analysis on the change management concept as it applies to an organization or a case study of choice from the text. * Use the numbered items for each assignment as main headings. The lettered items may be used as subheadings. This approach will help insure assignment criteria are included. Week 3 Assignment: Images Paper The Images paper focuses on the six different images of managing change. These images of change represent the various ways managers view the most effective strategy to bring about change. Each one represents a mindset that is unique to a manager as they try to summarize the key components of change. This paper should focus on evidence that demonstrates how the management of the organization integrated one or more of the Six Images of managing change. Then, what management could have done differently to increase the probability of a more successful change? 1. Introduction a. Briefly explain the change management initiative. b. Briefly explain the importance of the Images concepts and application to the change management initiative 2. Application Analysis a. Provide a history of information from your organization or case study that supports the change management initiative. Provide a review of the change management process related to your chosen topic. b. After providing this review of the change, based on how the change was managed, how would you assess the people/person who managed this change? What Image would you...
Words: 506 - Pages: 3
...Images of Managing Change La Donna Shelton ladonnashelton@ymail.com HR 587 Michael Komos November 7, 2011 Images of Managing Change Introduction Change management initiative are put into place as a discipline that is applied to an assortment of organizational changes to help promote the probability of success and a return on investment. When change is implemented you will affect the way the work is done to achieve the measure of success. Impacting the functionality of the organization change management include the utilization of organizational tools that help individuals accept the realization of change. The image concepts and application to the change management initiative are important because it shows how the images we hold about how change should be managed, and what we think our role should be as manager of change, affects the way we approach change and the outcomes that we think are possible. (Palmer, Dunford, Akin, 1) Application Analysis Marklund is an organization where I’m currently employed. The organization decided on implemented change to the organizational structure due to a budget deficit. The company hierarchy was redeveloped. All top mangers were replaced or were giving multiple titles to combine positions. The acting CEO and board members used multiple images and the images were controlling activities and shaping capable while intended and partially intended at the same time. The company align themselves with the changes times of the economy...
Words: 878 - Pages: 4
...vision, such as management strengths and weaknesses, and staff morale. Vision should provide inspiration to employees and customers. It should also paint an image of a bright and promising future. All visions should be created with caution and careful planning so they do not promise or offer something far from what is attainable. Affective Visions Vision was not used effectively at Mentor Graphics. Presence of competing visions existed and it continued to change for several years while the management tried to get a hold on their fear of failure. Their initial vision "Build Something That People Will Buy" was not a motivating for the employees but did send the message to the customer that they would get what they want. Mentor Graphics experienced all three of the debates of linking vision to change. Their first vision drove change as it did provide intent, however it lacked specific strategy. Their second vision ("Beat Daisy"), emerged during change and was driven by the need to get back on top of the market after Daisy Systems out sold Mentor Graphics. Their final vision in the early 1990's also emerged during change. Mentor Graphics vision, early on, helped their change, but once they began to feel like they were losing business to Daisy Systems, they changed the vision and it was then a hindrance to change. Their revolving vision weakened the company and eventually affected the staff morale. Despite growing revenues in 1985 Mentor Graphics product quality declined...
Words: 798 - Pages: 4
...literature on managing change but much of this is devoted to describing key ideas and offering theoretical models of the process. Empirical studies, which use rigorous methods to answer questions about what works in managing organizational change are relatively rare. Furthermore judgments about success tend to be conditional on who is doing the assessment and when the judgments are made (Pettigrew et al., 2001). Nevertheless, there are models available to assist those charged with managing change, and some of these have a body of evidence to support their effectiveness. Different managers will have different images of what managing change means for them (Palmer and Dunford, 2002). These images are likely to be based on the assumptions they make about what can be achieved (intended, partially intended and unintended change outcomes) and how they think they should approach the change task (controlling activities or shaping capabilities). At least six images of change management can be and these are: directing, navigating, caretaking, coaching, interpreting and nurturing. Application Analysis Green Mountain Resort (Dis) solves the Turnover Problem is a case study found in the textbook: Managing Organizational Change: A Multiple Perspectives Approach written by Ian Palmer, Richard Dunford, and Gib Akin (2006). Green Mountain Resort and resort manager Gunter were confronted with a worker retention problem. To solve the turnover problem, three series of image changes have to be implemented...
Words: 607 - Pages: 3
...occurrence in today’s society. Change is always needed, and it is never a straight forward process. If it was, businesses would always be able to meet their goals. If each and every corporation does not keep up with the changes they will not survive. Change, whether big or small can be extremely challenging and requires a well thought out plan, clever ideas, patience and good leadership. No single method of change management fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations to (Jones, J, Aguirre, D, Calderone, M, 2004) Change management initiatives are mainly focused at improving organizations effectiveness. This in turn, helps in ensuring the well being of the organization’s employees, customers and stakeholders. A company has to remain competitive in the tough business climate after all. Organizations quite often believe that change can only be managed through six images of managing changing (Drazen, 2011). Each and every image for managing changes has its own particular kind of pattern and formula of implementing the change which is different from one to another. Change image concepts impact an organization according to the person who implements these images. Naturally image concepts show a manager how change should be managed. Furthermore it gives the manager an overview of their role as a manager of change. Image concepts affect the way an individual approaches change and how they also approach...
Words: 984 - Pages: 4
...Questions 1.) Identify the key elements of the resistance to change described in this situation. At the beginning the relation between the management and the employees was good. The employees had a 35-hour week and earned an average annual salary of $ 32.000 which was really for this part of France. But everything turned and the resistance to change began with the plan to cut 15 % of workforce and other decisions with Nestlé. Lack of communication and the company’s inability to inform the employees of what changes affected production at Perrier, the company made excessive changes and introduces a series of changes. So the employees felt unsure, if they would still have the required skills to continue to work for the company. Perrier has made quite a fair amount of changes in a short period of time and they will need to be aware that some may not agree with the change because of possible disadvantages and might not work to their full potential. Most of Perrior’s employees did not think the changes were necessary for the organization’s growth. The latter change was considered as the lack of conviction that change is needed. There was also the ‘Perceived Negative Effect on Interest’ – this resistance to change will be affected by people’s perceptions of the likely effect of the change on their interests; a term that can cover a wide range of factors including their authority, status, rewards, opportunity to apply expertise, membership of friendship networks, autonomy and...
Words: 895 - Pages: 4
...Homework week 3 – Change Analysis-Dimensions Case Study on NTN Bearings's Management Changes I am working for NTN Bearings Corporation of America which is locating at Atlanta. I am there as a night shift supervisor of shipping and receiving department with about twenty (20) employees. The first shift starts the warehouse at 9:00 am and the second shift closes the business at 8:00 pm. The total numbers of employees of both shifts are about forty five (45) people. Due to crisis economy today, our business was going down quickly as others, so, the company started cutting off many positions at our facility. From forty five (45) employees originally, there are thirty (30) workers now which including receiving, packing, and shipping. Someone has to cover someone else’s job to keep the business in good shape. Recently, the business seems to be backing up and the jobs were getting behind. We decided to look for and fill up at least five (5) positions in our location to catch up our behind work. However, we were not very sure that how long the business would keep up and we would not want to have new hires and let them go in a short term. We decided to hire new people through temporary services; we would send them back to temp services whenever job is going down. We were following the permission and direction from the Human Resource headquarters office in Chicago to hire new temporary employees. We hired three (3) persons to work 40 hours a week, and two (2) persons for 30 hours...
Words: 1014 - Pages: 5
...Organizational Change Dr. Erick Aguilar March, 26 2012 Green Mountain Resort Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure hierarchical. The next three images of managing, image of change coach, interpreter...
Words: 1114 - Pages: 5
...Green Mountain Resort Mr. Gunter, one of the managers of change of Green Mountain Resort, had a vision for the resort; however he had a major problem retaining good employees, he had a high employee’s turnover problem that would interfere with his plan. The developers planned an excellent structure for the facility; however, they were unable to execute and facilitate growth that would take the company to the next level because the organizational leaders had not been able to carry out goals and visions for the future growth of the company. These major oversights made it difficult for the organization to prosper because they were spending more money on training and hiring new staffs (Palmer, Dunford & Akin, 2009, p. 40). As I examine Green Mountain Resorts, we will explore the identification of which image identified the assumption about changing. First I will start by discuss the six dominant Images a manager of change can use. He or she may utilize mental maps as a director of change, which can be a dictator, and one who has a plan and intend on caring it out, a navigator of change, and a care taker of change which falls under the category of management as control- historical characterization of management activities such as planning, organizing, commanding, coordinating, and controlling, and the organizational structure hierarchical. The next three images of managing, image of change coach, interpreter, and a nurture, which fall under the category management as shaping....
Words: 1103 - Pages: 5
... Wade Assn. 1: Stories of Change Dr. Vanessa Graham HRM 560-Managing Organizational Change 01/26/2014 An organization has to be strategic when managing change. A business must also be able to reinvent itself in order to maintain a competitive edge. There can be many reasons why change is necessary including technology, customer needs, opportunities to grow, globalization, and the economy. “Today, organizations must have the capacity to adapt quickly and effectively in order to survive. Often the speed and complexity of change severely test the capabilities of leaders and employees to adapt rapidly enough, but if organizations fail to change, the cost of that failure may be quite high. Hence, leaders and employees must understand the nature of the changes needed and the likely effects of alternative approaches to bring about that change” (Hellriegel & Slocum, 2011, p. 510). Using Kotter’s Model, Identify the Three (3) Most Significant Errors Made Out of All of the Change Stories Presented and Describe the Ramifications of Those Mistakes. Any organization that wants to grow and stay ahead of the competition should embrace change. Despite this fact, there are many things that can go wrong when an organization decides to make a change. Resistance from employees is one factor that plays a part in an organizations change process failure. The change process must be effectively managed...
Words: 1495 - Pages: 6
