Exam One Study Guide!
Exam One Study Guide! 417
Popular in leading and managing change
Popular in Business, management
This 3 page Study Guide was uploaded by Alexandra Goodman on Wednesday September 23, 2015. The Study Guide belongs to 417 at Northern Illinois University taught by professor bishop in Fall 2015. Since its upload, it has received 24 views. For similar materials see leading and managing change in Business, management at Northern Illinois University.
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Date Created: 09/23/15
Chapter 1 Learning other s stories of change is of great value to us as students These stories often illuminate key issues in managing different areas of change They show us what limitations managers face as well as teach us that change is both a creative and rational process These stories also help to get us thinking about what we would have done if faced with this reallife situations The book teaches how to manage change from a multipleimages perspective The images we have of ourselves as change managers in uence the rest of our decisions in change So rst we learn about the different perspectives of change and then move through each aspect of change such as why change is needed what change looks like how it unfolds techniques to diagnose change what we pay attention to in people39s reactions to change our underlying quottheoryquot the importance attached to the role of vision choosing communication strategies and skills and the issues needed to be addressed to sustain change and make sure that it quottakesquot and endures over time road map is quotspiderquot with 6 images in the center and all other aspects off the eight legs Chapter 2 0 quotImages of changequot are our mental models of how we perceive the environment and the process of change We are often unaware of their existence however they effect our interpretations of what we think is going on what we think needs to happen and how we think things should happen The main two images of change for example are management as control versus management as shaping 1 Director Outcome is intended and I control activities 2 Navigator Some change outcomes are intended and I control activittes 3 Caretaker I control activities but change outcomes are unintended 4 Coach l shape capabilities and change outcomes are intended 5 Interpreter l shape capabilities some of my outcomes are intended 6 Nurturer l shape capabilities change outcomes are unintended Rereading full descriptions in book is highly recommended 0 Strategies for producing intentional change gt Empiricalrational strategies people are rational and follow their own selfinterest effective change occurs when it is desirable and aligned with the interests of the group gt Normativereeducative strategies changes occur when people dispense with their old normative orientations and gain commitment to new ones This involves not only changes in their knowledge and information but in their attitudes and values gt Powercoercive strategies having those with higher power gain compliance from those with lesser power 0 Know the underpinnings of all 6 change images in chapter two notes 0 Three key uses of the six images framework full description in chapter two notes 1 Surfacing our assumptions about change 2 Assessing dominant image of change 3 Using multiple images and perspectives of change Chapter 3 Pressures for change gt Environmentalresources decrease due to demand decrease market share amp bad investments 0 Fashion pressureslsomorphisminnovation due to fads instead of research MandatedCoercive isomorphismcopying due to outside demands oz Formal government mandates oz lnformal commitment to programs to increase support of other organizations Geopoliticalimmediate crises or longterm realignments 4 global environmental forces for change oz Technology oz Increased economic integration currencies kt Maturationslowdown of domestic marketsending to exportsderegulation oz Fall of socialist countriesljlarger markets and decreased barriers to entry but also increased competition and demand for speed 0 Market declineplaces organizations under pressure to remain relevant Hypercompetitionaligned w rise of ecommerce orgs are confronted w global changes in consumer preferences industry barriers social values and demographics They are therefore forced to deliver more quickly customized and exiblyl no market leader can rest ignores forces for stability 0 Reputation and credibilityreputation is correated w performancechangemaintaining proper corp governance mechanisms to ensure reputation ie Putting the house in order 0 Why organizations may not change in the face of pressure gt Organization learning vs Threat rigidity gt Environment as an objective entity vs Cognitive construction 0 Type 1 error 0 Type 2 error gt Forces for change vs Forces for stability gt BridgingAdapting vs BufferingShielding Know organizational forces for change in chapter three notes Chapter 4 Know rst and second order change from chapter four notes First order change as the development of individual initiative gt people at local levels able to identify relevant innovative org changes are very important gt this initiative will most likely happen in organizations that have strong leadership bureaucratic systems and teamwork balanced First order change as the development of local routines gt Org routines can be the source of change when they are enacted by different people who place their own interpretations and actions on how the routines should occur gt Internal drives to change a Where past outcomes fall short 1 Where achievement of outcomes opens up new possibilities Fine tuning incremental changes are made that anticipate changes to the external environment including adjustment or modi cation to enable a better t between the organization and the environment Transformation changes needed to produce a fundamental reorientation of an organization so that it can cope with highly competitive changes in the business environmentknow types of transformational change in chapter four notes Know the three types of change beyond these retained perspectives in chapter four notes Have a basic understanding of the implications of chapter 439s discussion for change managers and the quotlessons from the front linesquot
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