BUS 220: M13 - Organizational Structure & Change
Strategic change
A change, either incremental or transformational, that helps align an organization's operations with its strategic mission and objectives.
Appreciative Inquiry model
A model specifically designed as an abundance-based, bottom-up, positive approach.
Complex Adaptive Systems (CAS)
A model that views organizations as constantly developing and adapting to their environment, much like a living organism.
Planned change
An intentional activity or set of intentional activities that are designed to create movement toward a specific goal or end.
Kotter's change model
An overall framework for designing a long-term change process.
Unplanned change
An unintentional activity that is usually the result of informal organizing.
Disturbances
Can cause tension amongst employees but can also be positive and a catalyst for change.
Individual-level change
Focuses on how to help employees to improve some active aspect of their performance or the knowledge they need to continue to contribute to the organization in an effective manner.
Managed change
How leaders in an organization intentionally shape shifts that occur in the organization when market conditions shift, supply sources change, or adaptations are introduced in the processes for accomplishing work over time.
Technological change
Implementation of new technologies often forces organizations to change.
Culture change
Involves reshaping and reimagining the core identity of the organization.
Abundance-based change
Leaders assume that employees will change if they can be inspired to aim for greater degrees of excellence in their work.
Deficit-based change
Leaders assume that employees will change if they know they will otherwise face negative consequences.
Conventional mindset
Leaders assume that most people are inclined to resist change and therefore need to be managed in a way that encourages them to accept change.
Positive or appreciative mindset
Leaders assume that people are inclined to embrace change when they are respected as individuals with intrinsic worth, agency, and capability.
Emergent or bottom-up approach
Organizations exist as socially constructed systems in which people are constantly making sense of and enacting an organizational reality as they interact with others in a system.
Change agents
People in the organization who view themselves as agents who have discretion to act.
Top-down change
Relies on mechanistic assumptions about the nature of an organization.
Transformational change
Significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or its structures.
Incremental change
Small refinements in current organizational practices or routines that do not challenge, but rather build on or improve, existing aspects and practices within the organization.
Structural change
Changes in the overall formal relationships, or the architecture of relationships, within an organization.
Lewin's change model
Explains a very basic process that accompanies most organizational changes.
Intentionality
The degree to which the change is intentionally designed or purposefully implemented.
Scope of change
The degree to which the required change will disrupt current patterns and routines.
Change management
The process of designing and implementing change.