B'A Business Studies

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B.A Business Studies

• Management of Change

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Aims of the Course

• To develop your understanding of organisational
  effectiveness, an awareness of models and
  techniques which may be used in its assessment.
• To enable you to analyse the process of
  organisational change its impact upon the
  managerial role.
• To develop your awareness of the role of the
  manager as a change agent, of the data
  collection, diagnostic and intervention
  techniques which the change agent might employ to
  achieve a planned organisational change.

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Management of Change

• Introduction to the course
• Why change?-Organisational Effectiveness
• Organisational structures and change
• Managing Organisational Culture
• Change, Politics and Conflict
• Managing Organisational Transitions
• Diagnosing Change Problems
• Strategies for Managing Change
• Fads and Fashions in Organisations

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Why change? - Organisational Effectiveness

• How does the manager know whether change has made
  the organisation more effective?
• By whose criteria should effectiveness be judged?
• In what ways do effectiveness criteria change
  over time?

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Organisational structures and change

• What relationships exist between the structures
  of organisations and the environments in which
  they operate?
• How much choice have managers over the
  environment technology of their organisation?
• In what ways can environmental pressures for
  change be managed?

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Managing Organisational Culture

• What do we mean by culture?
• Is it a stimulus to or an inhibitor of change?
• How do cultures develop?
• Can culture be managed?

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Change, Politics and Conflict

• What do we mean by conflict?
• Why should there be conflict in organisations?
• How can conflict be managed?

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Managing Organisational Transitions

• Do organisations have a predictable life cycle?
• What transitions do organisations experience in
  terms of structure, leadership style, power
  relationships and organisation culture?
• What are the implications for the change manager?

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Diagnosing Change Problems

• Why change?
• Where do the pressures for change originate?
• Where do the pressures inhibiting change
  originate?

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Intervention Strategies

• Revolutionary or incremental change?
• What should be changed?
• Should change problems be solved or dissolved
• What strategies can be used?

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Managing Teams

• Why should be manager of change be concerned with
  team building?
• What should (s)he look for in groups of teams?
• How can teams be made to function better?

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Fads Fashions in Organisations

• In what ways has information technology changed
  the ways in which we manage?
• Is bureaucracy outmoded?
• What trends will emerge in organisation design
  and management in the coming decade?

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Final Review Session

• What were the concepts and issues raised in this
  module?
• How should students prepare for the examination?

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B.A Business Studies

• Management of Change
• Lecture 1 (cont)

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Aims of the Session

• Why Organisatons are explained in terms of
  metaphors
• The distinctive insights and blindspots of the
  main metaphors identified by Gareth Morgan
• Organisations as machines
• Organisations as organisms/brains
• Organisations as political arenas
• Organisations as cultures
• The way in which each of these metaphors tends to
  handle change issues

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Ways of Looking at Organisations

• Through the eyes of top managers
• What one sees
• The family tree of the organisation chart (the
  formal structure)
• The official version of the organisation
  mission and objectives
• A partial picture of what the organisation does.
• Implicit Metaphor
• The organisation as a machine (designed
  rationally to achieve objectives set by those at
  the top.

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Classical Management The Machine Metaphor

• Organisations exist for purposes they have
  objectives
• Top management formulate these objectives and
  identify the tasks which have to be carried out
  to achieve these objectives
• These tasks are allocated to jobs or positions
  which are grouped into departments within a
  hierarchical structure to co-ordination
• Suitably qualified persons are appointed to each
  position

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Ways of looking at organisations

• Through the eyes of outside observers
• What one sees
• - the organisation as an entity which depends of
  its survival upon its ability to secure certain
  inputs (needs) from its environment and to
  transform these into its outputs
• - a system whose internal elements interact with
  each other so that an event occurring either
  within the system or in its environment may have
  consequences throughout the system

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Implicit metaphor

• The organisation as a living organism (struggling
  to survive and thrive in its environment.)
• The decision making processes of the organisation
  appear like the brain and central nervous system
  of a living organism.

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Ways of Looking at Organisations

• Through the eyes of the participants (the actors)
• What one sees
• The ways in which the actors define the situation
  in which they find themselves and act upon that
  definition
• The ways in which they develop shared
  understandings with others which guide their
  actions (norms)
• The ways in which different groups inside and
  outside the organisation seek to further their
  interests and objectives by influencing the
  organisation
• Implicit Metaphor
• The organisation as cultures (or systems of
  shared understandings) and as political arenas in
  which different interests achieve a negotiated
  order.

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• PERCEPTUAL VANTAGE POINT
• On top
• (looking down)
• Outside
• (looking at/into)
• Inside
• (looking around)

• ORGANISATIONAL METAPHOR
• Organisations as.
• Machines