04/08/2023 Change Management 1

Change ManagementSection C

Lecture 12

Dr. Abdul WaheedAssistant Professor

a.waheed@ucp.edu.pk

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Recap• Models of organizational

change• Force field analysis

Sum of favoring forces should exceed sum of opposing forces

• Beckhard and Harris/Gleicher change formula

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Bullock and Batten’s planned change• Developed by Bullock and Batten (1985)• It includes different phases for planned change• Very much similar to project management mechanism• The four phases are

Exploration Planning Action Integration

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Phases of planned changeExploration• Verifying stage whether to plan a change or not• Acquiring the awareness of the need for change and then decide to follow change process or to leave it• What resources we should need to accomplish this change• Searching for these resources

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Phases of planned changePlanning• Once we strongly feel a need for change • Planning to execute the change process• Gather information, analyze data, and propose appropriate actions to address the issue• Planning the sequences of actions to address the process of change more aptly• In this stage, the decision makers formally approve that change before going to the next stage

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Phases of planned changeAction• The stage in which organization starts moving from its current to desired stage• Actions are completed according to planning• Frequent feedbacks to assess the strength, quality, and workability of the actions• Might be slight replanning if required

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Phases of planned changeIntegration• Once change process has been completed successfully• The next objective is to sustain that change and align it with the other organizational areas• Training, rewards, and other activities to assimilate this change and make it the part of organizational culture

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Congruence model(I)• Developed by Nadler and Tushman (1997)• This model believes that

The organization is a set of interdependent sub-systems/components The higher the congruence of these sub-systems, the higher the organizational performance The organization draws inputs from both internal and external sources and transforms them into outputs

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Congruence model(II)• The inputs could be strategy, resources, external and internal environment, knowledge and learning, etc.• The outputs could be organizational performance, behavior, etc.

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Congruence model(III)• According to this model, if we need to observe the performance of an organization regarding change process, we need to know which and how different sub-systems are connected together• Why?• Organization is composed of four sub-systems

The task (work) The people The organization structure (formal activities) The organizational culture (informal activities)

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Congruence model(IV)The work• What work is done in the organization• What is the flow of the work• What skills and knowledge is required to carry out the transformation• What approach can be followed to do this work conveniently• What are the rewards mechanism• …

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Congruence model(V)The people• What are the people’s backgrounds and characteristics• What are their skills, education, experiences and abilities• What are workers’ expectations for rewards• What are their organizational commitments, career goals, etc.• How they really interconnected• …

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Congruence model(VI)The organizational structure • What is the formal structure of the organization• How is the firm organized • What are the rules and standards, and how they should be followed officially

• …

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Congruence model(VII)The culture (informal organization)• Very difficult to define exactly• How the organization follows unwritten rules and unplanned activities • What are the beliefs and values of the people• Broadly speaking, what people actually do to perform their work

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Congruence model(VIII)• Organizational performance depends upon the interdependence of the above discussed four components• Before launching a change, it is imperative to understand this interdependence, to acquire better results • If needed, the work should be done to create harmony

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Congruence model(IX)Some incongruence• People are ready to perform, but organizational structure does not allow them• Proper skills to carry out such a sophisticated work are lacking• The formal structure is nicely documented, but is not followed in daily routines of the organization • Organizational culture is not aligned with majority of the employees• …

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Congruence model(X)

Work

Culture

People

Org. structure

Input

Strategy Resources Knowled

ge

Output Performa

nce Behavior