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Organizational changes

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Organizational changes take place when the force field that counterbalances change is overcome. Different power base utilization facilitates these types of changes. Change could be a topic in and by itself but we have chosen to incorporate the use of different power bases and their effects on change. Power, in organizational change, is having the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do.(1) Understanding when to use a particular type of power base can ease the difficulties encountered when making the change. The influence, of the director of change, can be undermined by the follower's acceptance or rejection. An individual appointed by upper management (position power) could meet with massive rejection from the followers; whereas, another could ease into the position because follower's perceived the leader's behaviors (personal power) indicated that he/she possessed the leadership skills for implementation of the change. The change process comes in many forms and fashions. Lewin's Three Step Model, Gap Model, Behavior Modification Model, Conditions for Change Model, Second Order Planned Change Model, Bifurcation Model, and the Plan/Do/Study/Act Model are a few used to implement change. The effectiveness of each varies on the understanding of the encounters that will result when implemented. The directors understanding and power direct what happens with the use of any one of these models. (2) Lewin's Three Step Model (3) ...read more.


why do organizations transform, or what are the driving forces for this transformation?; 2) how do organizations transform?; and what is changed in the second-order change? When the existence in the organization becomes blas�, external and internal needs may fail to be met. Alerts signal a need to induce radical changes but they are usually avoided. First order efforts in dealing with the problem result in crisis, chaos, resistance to change, and/or procrastination. Non-action or wrong action usually results in the demise of the organization or a need to revitalize. The decline/crisis stage signals these occurrences. The organization must begin a transformation or become one of the extinct. When the transformation begins, the organization needs to accept the need for a change and commit to making the change. The declining organization must be turned away from the discontinuity of the past and face the birth of a new direction different from the old one. Old beliefs and habits are let go. The transformation will direct the organization into the transition phase. At this point, the planning and managing result in taking of ideas and visions and making them actions, programs, structures, and procedures. Solutions and stability become the primary focus. The stability must grow to affect the entire organization. As it does, it enters the development phase. Fine tuning and maintaining during this phase result in the return to the first-order changes. ...read more.


Accepting the change and committing to the change may not become a focal point for the weak culture. The more turmoil the less likely that the weak culture would jump to pull the organization out of any mess. Bifurcation Model Strong culture could definitely pick a path in the road; whether it is the right or wrong path would have to be determined afterwards. A weak culture would probably be the demise of this organization. Plan/Do/Study/Act Strong would lead themselves through the structures. Weak cultures may not see the need for changes. The many change models as associated with the power bases can attain a multitude of outcomes. Not all power bases fit each change model so the circumstances need to be understood by the leader(s) so that the appropriate approaches are utilized. The selected change model will have to be reflective of a particular type of need that is to be coupled with specific power based leaders. The right combination can pull some of the organizations out of the downward spirals they have entered while bad selections can doom the organization forever. 1. referenced from slide presentation on power bases 2. http://www.aorist-consulting.co.uk/resource.htm 3. Second-Order Planned Change: Definition and Conceptualization. Psychology and Behavioral Sciences Collection By: Levy, Amir., Organizational Dynamics, Summer86, Vol. 15 Issue 1, p5, 18p, 4 charts, 3 diagrams, 1bw 4. Writing the left out of Management Theory: The Historiography of the Management of Change, By: Cooke, Bill, Sage, 1999, Vol 6(1), 81-105, 25p Billy R. Sainz Change Theory essay ...read more.

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