Implementing New Designs: Managing Organizational Change

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Implementing New Designs Managing Organizational
Change

• BUAD 661, Fall 2004
• Peggy M Beranek, PhD

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Implementing a New Design
Implementing a new design is often as difficult
and time consuming as developing the new design
in the first place. And many design failures are
a result of poor implementations, not poor
designs.
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Optimistic Standards for Management of Transitions

• The organization moves from current state to the
  future state
• The functioning of the design works as expected
  
• The transition is accomplished without undue cost
  to the organization or individuals

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Problems with Implementations

• What the change will be
• How the change will be implemented

This is the question we are concerned with
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The Problem of Power

• The effects of threats of change to political
  power balances can cause problems

Changes in balance of power uncertainty
ambiguity increase in political activities
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The Problem of Anxiety
Change involves a movement from a known to an
unknown state. Organizational members are
concerned about how they will fit into this new
- unknown organization. This increases
individual anxiety and stress which results in
performance and behavior problems.
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The Problem of Organizational Control
Organizational change can undermine existing
systems of management control making them
irrelevant. This causes difficulties in
monitoring performances and making assumptions
and decisions.
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Change Problems and Implications
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Shaping Political Dynamics

• Et support of key power groups
• Demonstrate leadership support of the change
• Use symbols
• Build in stability

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Motivating Constructive Behavior

• Surface dissatisfaction with the current state
• Obtain the appropriate level of participation in
  planning/implementing change
• Reward desired behavior in transition to future
  state
• Provide time and opportunity to disengage from
  current state

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Managing the Transition

• Develop and communicate a clear image of the
  future state
• Use multiple and consistent leverage points
• Use transition devices
• Obtain feedback about the transition state