lecture 9 organization change
TRANSCRIPT
-
8/11/2019 Lecture 9 Organization Change
1/95
Organization Change /
Organization Development
Professor Alexander Settles
-
8/11/2019 Lecture 9 Organization Change
2/95
Structure should follow strategy
Growth
Concentration
Diversification
Stability No change
Retrenchment
Turnaround Divestment
Liquidation
-
8/11/2019 Lecture 9 Organization Change
3/95
Definition of OD
Organization Development (OD) is aplanned process of change in an
organizations culture through theutilization of behavioral science
technology, research, and theory.
-
8/11/2019 Lecture 9 Organization Change
4/95
Definition of OD
OD refers to a long-range effort to
improve an organizations problem-
solving capabilities and its ability to cope
with changes in its external environment
with the help of external or internal
behavioral-scientist consultants.
-
8/11/2019 Lecture 9 Organization Change
5/95
Definition of OD
OD is an effort (1)planned, (2)
organization-wide, and (3)managed from
the top, to (4)increase organizationeffectiveness and health through (5)
planned interventions in the
organizations processes, usingbehavioral science knowledge.
-
8/11/2019 Lecture 9 Organization Change
6/95
Organization Development is...
a systemwide application and transfer of
behavioral science knowledge to the
planned development, improvement, andreinforcement of the strategies,
structures, and processes that lead to
organization effectiveness.
-
8/11/2019 Lecture 9 Organization Change
7/95
Action Research Model
Feedback to ClientData gathering after
action
Problem Identification
Joint action planning
Consultation with a
behavioral scientist
Data gathering &
preliminary diagnosis
Joint diagnosis
Action
-
8/11/2019 Lecture 9 Organization Change
8/95
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to
Create the Future
Positive Model
-
8/11/2019 Lecture 9 Organization Change
9/95
Comparison of
Planned Change Models Similarities
Change preceded by diagnosis or preparation
Apply behavioral science knowledge Stress involvement of organization members
Recognize the role of a consultant
Differences
General vs. specific activities
Centrality of consultant role
Problem-solving vs. social constructionism
-
8/11/2019 Lecture 9 Organization Change
10/95
General Model of Planned Change
Evaluating
and
InstitutionalizingChange
Planning
and
ImplementingChange
Diagnosing
Entering
andContracting
-
8/11/2019 Lecture 9 Organization Change
11/95
Processes for Planned
Organization Change
Process Model
Planned organization change requires a
systematic process of movement from one
condition to another Unfreezing
Process by which people become aware of the need
for change
Change
Movement from the old way of doing things to a new
way
Refreezing
Process of making new behaviors relatively
permanent and resistant to further change
-
8/11/2019 Lecture 9 Organization Change
12/95
Process of Organizational Change
-
8/11/2019 Lecture 9 Organization Change
13/95
Processes for Planned
Organization Change
The Continuous Change Process Model
Incorporates the forces for change, a problem-
solving process, a change agent, and transition
management
Takes a top management perspective
Perceives forces and trends that indicate
need for change Determines alternatives for change
Selects the appropriate alternative
-
8/11/2019 Lecture 9 Organization Change
14/95
Continuous Change Process Model of
Organization Change
-
8/11/2019 Lecture 9 Organization Change
15/95
Processes for Planned
Organization Change The Continuous Change Process Model
Change agent: a person responsible for managing a
change effort
Assists management with problem recognition/definition
Can be involved in generating/evaluating potential actionplans
Can be from inside or outside of the organization
Implements the change
Measures, evaluates, controls the desired results
Transition management Process of systematically planning, organizing, and
implementing change
-
8/11/2019 Lecture 9 Organization Change
16/95
OD: Group and Individual
Change
To set team
goals and
priorities
To examine
relationships
among thosedoing the
work
To analyze
and allocate
the way workis performed
To examine
how a group
is working
Team Building Goals
-
8/11/2019 Lecture 9 Organization Change
17/95
Resistance to Change
The Resistance to Change Paradox
Organizations invite change when change offers
competitive advantage
Organizations resist change when change threatens
the organizations structure and control systems
Organizations must balance stability (permanence)
with the need to react to external shifts (change)
Resistance can warn of the need to reexamine the
need for change
-
8/11/2019 Lecture 9 Organization Change
18/95
Resistance to Change:Sources of Resistance to Change
Organizational
Sources
Overdetermination
Narrow focus of
change
Group inertia
Threatenedexpertise
Threatened power
Resource allocationchanges
Individual
Sources
Habit
Security
Economic factors
Fear of the
unknown
Lack of
awareness
Social factors
-
8/11/2019 Lecture 9 Organization Change
19/95
Managing Successful Organization
Change and Development
Keys to Managing Change in
Organizations
Consider international issues
Take a holistic view
Start small
Secure top management support
Encourage participation by those affected bythe change
Foster open communication
Reward those who contribute to change
-
8/11/2019 Lecture 9 Organization Change
20/95
Different Types of
Planned Change Magnitude of Change
Incremental
Quantum
Degree of Organization
Over organized
Underorganized
Domestic vs. International Settings
-
8/11/2019 Lecture 9 Organization Change
21/95
Diagnosing
Organizational Systems The key to effective diagnosis is
Know what to look for at eachorganizational level
Recognize how the levels affect each
other
-
8/11/2019 Lecture 9 Organization Change
22/95
Organization-Level
Diagnostic ModelInputs
Technology
Strategy Structure
HR Measurement
Systems Systems
GeneralEnvironment
Industry
Structure
Design Components
Organizatio
n
Effectiveness
Outputs
-
8/11/2019 Lecture 9 Organization Change
23/95
Organization Environmentsand Inputs
Environmental Types General Environment
Task Environmentand Industry Structure
Rate of Change and Complexity
Enacted Environment
Environmental Dimensions
Information Uncertainty Resource Dependency
-
8/11/2019 Lecture 9 Organization Change
24/95
Organization Design Components
Strategy
the way an organization uses its resources(human, economic, or technical) to gain
and sustain a competitive advantage Technology
the way an organization converts inputsinto products and services
Structure
how attention and resources are focusedon task accomplishment
-
8/11/2019 Lecture 9 Organization Change
25/95
Organization Design Components
Human Resource Systems
the mechanisms for selecting, developing,
appraising, and rewarding organization
members
Measurement Systems
methods of gathering, assessing, and
disseminating information on the activities ofgroups and individuals in organizations
-
8/11/2019 Lecture 9 Organization Change
26/95
Organization Design Components
Organization Culture
The basic assumptions, values, and norms
shared by organization members
Represents both an outcome of organizationdesign and a foundation or constraint to
change
-
8/11/2019 Lecture 9 Organization Change
27/95
Outputs
Organization Performance
e.g., profits, profitability, stock price
Productivity
e.g., cost/employee, cost/unit, error rates,
quality
Stakeholder Satisfaction e.g., market share, employee satisfaction,
regulation compliance
-
8/11/2019 Lecture 9 Organization Change
28/95
Goal Clarity
Task Group
Structure Functioning
Group Performance
Composition Norms
Group-Level Diagnostic Model
Inputs Design Components Outputs
Organization
Design
Group
Effectiveness
-
8/11/2019 Lecture 9 Organization Change
29/95
Group-Level Design Components
Goal Clarity
extent to which group understands its objectives
Task Structure
the way the groups work is designed Team Functioning
the quality of group dynamics among members
Group Composition
the characteristics of group members Performance Norms
the unwritten rules that govern behavior
-
8/11/2019 Lecture 9 Organization Change
30/95
Group-Level Outputs
Product or Service Quality
Productivity
e.g., cost/member, number of decisions
Team Cohesiveness
e.g., commitment to group and
organization
Work Satisfaction
-
8/11/2019 Lecture 9 Organization Change
31/95
Possible Effects of FeedbackFeedback occurs
What is the directionof the feedback?
Is the energy created
by the feedback?
No
Change
Do structures and
processes turn energy
into action?
Change
Failure,
frustration,
no changeAnxiety,resistance,
no change
Energy to use
data to identify and
solve problemsEnergy
to deny or
fight data
NO
YES
NO
YES
-
8/11/2019 Lecture 9 Organization Change
32/95
The Design of
Effective Interventions
Contingencies Related to the
Change Situation Readiness for Change Capability to Change Cultural Context
Capabilities of the Change Agent
-
8/11/2019 Lecture 9 Organization Change
33/95
The Design of
Effective Interventions
Contingencies Related to the
Target of Change
Strategic Issues
Technology and structure issues
Human resources issues
Human process issues
-
8/11/2019 Lecture 9 Organization Change
34/95
Intervention Overview
Human Process Interventions
Technostructural Interventions
Human Resources ManagementInterventions
Strategic Interventions
-
8/11/2019 Lecture 9 Organization Change
35/95
HumanProcess Interventions
Process Consultation and TeamBuilding
Third-party Interventions (ConflictResolution)
Organization Confrontation Meeting
Intergroup Relationships
Large-group Interventions
-
8/11/2019 Lecture 9 Organization Change
36/95
Technostructural Interventions
Structural Design
Downsizing
Reengineering Parallel Structures
High Involvement Organizations
Total Quality Management
Work Design
-
8/11/2019 Lecture 9 Organization Change
37/95
Human Resources Management
Interventions
Goal Setting
Performance Appraisal
Reward Systems Coaching and Mentoring
Career Planning and Development
Management and Leadership Managing Work Force Diversity
Employee Wellness Programs
-
8/11/2019 Lecture 9 Organization Change
38/95
Strategic Interventions
Transformational Change
Integrated Strategic Change
Organization Design Culture Change
Continuous Change
Mergers and AcquisitionsAlliances and Networks
-
8/11/2019 Lecture 9 Organization Change
39/95
Strategic Interventions
Transorganizational Change
Self-designing Organizations
Organization Learning and KnowledgeManagement
Built to Change Organizations
-
8/11/2019 Lecture 9 Organization Change
40/95
Motivating Change
Creating Vision
Developing
Political Support
Managing the Transition
Sustaining Momentum
Effective
Change
Management
Change Management Activities
-
8/11/2019 Lecture 9 Organization Change
41/95
Motivating Change
Creating Readiness for Change
Sensitize the organization to pressures for change
Identify gaps between actual and desired states
Convey credible positive expectations for change
Overcoming Resistance to Change
Provide empathy and support
Communicate
Involve members in planning and decision making
-
8/11/2019 Lecture 9 Organization Change
42/95
Creating a Vision
Discover and Describe the
Organizations Core Ideology
What are the core values that inform
members what is important in the
organization?
What is the organizations core purpose or
reason for being? Construct the Envisioned Future
What are the bold and valued outcomes?
What is the desired future state?
-
8/11/2019 Lecture 9 Organization Change
43/95
Developing Political Support
Assess Change Agent Power
Identify Key Stakeholders
Influence Stakeholders
-
8/11/2019 Lecture 9 Organization Change
44/95
Change as a Transition State
Current
State
Transition
State
Desired
Future
State
I l t ti d E l ti
-
8/11/2019 Lecture 9 Organization Change
45/95
Implementation and Evaluation
Feedback
Diagnosis
Design and
Implementation
of Interventions
Alternative
Interventions
Implementation of
Intervention
Clarify
Intention
Plan for
Next Steps
Implementation
Feedback
Measures ofthe Intervention
and Immediate
Effects
Evaluation
Feedback
Measure ofLong-term
Effects
-
8/11/2019 Lecture 9 Organization Change
46/95
Institutionalization Framework
Organization
Characteristics
Intervention
Characteristics
Institutionalization
Processes
Indicators of
Institutionalization
-
8/11/2019 Lecture 9 Organization Change
47/95
Organization Characteristics
Congruence
Extent to which an intervention supports or
aligns with the current environment, strategic
orientation, or other changes taking place
Stability of Environment and Technology
Unionization
-
8/11/2019 Lecture 9 Organization Change
48/95
Intervention Characteristics
Goal Specificity
Programmability
Level of Change Target
Internal Support
Sponsor
-
8/11/2019 Lecture 9 Organization Change
49/95
Institutionalization Processes
Socialization
Commitment
Reward Allocation
Diffusion
Sensing and Calibration
-
8/11/2019 Lecture 9 Organization Change
50/95
Indicators of Institutionalization
Knowledge
Performance
Preferences
Normative
Consensus Value Consensus
-
8/11/2019 Lecture 9 Organization Change
51/95
Contingencies Influencing
Structural Design
Environment
Organization
Size
Technology
Organization
Goals
Worldwide
OperationsStructural
Design
-
8/11/2019 Lecture 9 Organization Change
52/95
The Downsizing Process
Clarify the organizations strategy
Assess downsizing options and make
relevant choices
Implement the changes
Address the needs of survivors and those
who leave
Follow through with growth plans
D i i T ti
-
8/11/2019 Lecture 9 Organization Change
53/95
Downsizing Tactics
Tactic Characteristics Examples
Workforce
Reduction
Reduces headcount
Short-term focus
Fosters transition
Attrition
Retirement/buyout
Layoffs
OrganizationRedesign
Changes
organizationMedium-term focus
Fosters transition &
transformation
Eliminate functions,
layers, productsMerge units
Redesign tasks
SystemicChanges culture
Long-term focus
Fosters
transformation
Changeresponsibilities
Foster continuous
improvement
Downsizing is normal
-
8/11/2019 Lecture 9 Organization Change
54/95
Characteristics of
-
8/11/2019 Lecture 9 Organization Change
55/95
Characteristics of
Reengineered Organizations
Work units change from functional departments to process
teams
Jobs change from simple tasks to multidimensional work
Peoples roles change from controlled to empowered
The focus of performance measures and compensation shiftsfrom activities to results.
Organization structures change from hierarchical to flat
Managers change from supervisors to coaches; executiveschange from scorekeepers to leaders
-
8/11/2019 Lecture 9 Organization Change
56/95
Characteristics of
Transformational Change
Triggered by Environmental and InternalDisruptions
Aimed at Competitive Advantage Systemic and Revolutionary Change
Demands a New Organizing Paradigm
Driven by Senior Executives and LineManagement
Involves Significant Learning
-
8/11/2019 Lecture 9 Organization Change
57/95
Integrated Strategic Change
(ISC)
Integrated Strategic Change
is a deliberate coordinated process thatleads to gradually or radically systemic
realignments between the environment
and a firms strategic orientationresulting
in improvement in performance and
effectiveness.
-
8/11/2019 Lecture 9 Organization Change
58/95
The Integrated Strategic Change Process
Strategy
S1
Organization
O1
Organization
O2
Strategy
S2Strategic
ChangePlan
Strategic Analysis Strategic Choice
Implementation
-
8/11/2019 Lecture 9 Organization Change
59/95
ISC Application Stages
Strategic Analysis
Assess the readiness for change and top
managements ability to carry out change
Diagnose the Current Strategic Orientation
Strategic Choice Top management determines the content of the
strategic change
Designing the Strategic Change Plan
Development of a comprehensive agenda to
achieve the change
Implementing the Strategic Change Plan
-
8/11/2019 Lecture 9 Organization Change
60/95
Organizational Design
Conceptual Framework Strategy
Structure
Work Design Human Resources Practices
Management and Information Systems
Key Point Fit, Congruence, Alignment among
Organizational Elements
-
8/11/2019 Lecture 9 Organization Change
61/95
Organization Design Model
Organization Strategy
Strategic Fit
Structure
Work
DesignHuman Resource
Practices
Design Fit
Organization Design
Managementand InformationSystems
-
8/11/2019 Lecture 9 Organization Change
62/95
Organization Designs
Organization Design
-
8/11/2019 Lecture 9 Organization Change
63/95
Organization Design
Application Stages
Clarifying the Design Focus
Create the overall framework, begins with examining strategyand objectives and determining organization capabilitiesneeded
Designing the Organization
Results in an overall design for the organization, detaileddesigns for the components, and preliminary plans for how toimplement
Implementing the Design
Puts the new structures, practices and systems into place,draws heavily leading and managing change methods
-
8/11/2019 Lecture 9 Organization Change
64/95
The Concept of Organization Culture
Basic
Assumptions
Values
Norms
Artifacts
-
8/11/2019 Lecture 9 Organization Change
65/95
Diagnosing Organization Culture
Behavioral Approach Pattern of behaviors (artifacts) most related
to performance
Competing Values Approach Pattern of values emphasis characterizingthe organization
Deep Assumptions Approach
Pattern of unexamined assumptions thatsolve internal integration and externaladaptation problems well enough to betaught to others
Competing Val es Approach
-
8/11/2019 Lecture 9 Organization Change
66/95
Competing Values Approach
Flexibility & Discretion
Stability & Control
Intern
alFocus&In
tegration
MarketHierarchy
Clan Adhocracy
-
8/11/2019 Lecture 9 Organization Change
67/95
Culture Change Application Stages
Establish a clear strategic vision
Get top-management commitment
Model culture change at the highest level Modify the organization to support change
Select and socialize newcomers; downsize
deviants Develop ethical and legal sensitivity
-
8/11/2019 Lecture 9 Organization Change
68/95
-
8/11/2019 Lecture 9 Organization Change
69/95
Organization Learning &
Knowledge Management
Organization Learninginterventions
emphasize the structures and social
processes that enable employees and
teams to learn and share knowledge
Knowledge Learningfocuses on the
tools and techniques that enable
organizations to collect, organize, and
translate information into useful
knowledge
Organization Learning:
-
8/11/2019 Lecture 9 Organization Change
70/95
Organization Learning:
An Integrative Framework
Organization
Characteristics
Structure
Information
SystemsHR Practices
Culture
Leadership
Organization
Learning Processes
Discovery
Invention
ProductionGeneralization
Organization
Knowledge
Tacit
Explicit
Competitive
Strategy
Organization
Performance
KnowledgeManagementOrganization Learning
Characteristics of a
-
8/11/2019 Lecture 9 Organization Change
71/95
Characteristics of a
Learning Organization
Structuresemphasize teamwork, informationsharing, empowerment
Information systemsfacilitate rapid acquisition
and sharing of complex information to manageknowledge for competitive advantage
Human resourcesreinforce new skills andknowledge
Organization cultureencourages innovation Leadersmodel openness and freedom to try
new things while communicating a compellingvision
Organization Learning Processes
-
8/11/2019 Lecture 9 Organization Change
72/95
Organization Learning Processes
Single loop learning Most common form of learningAimed at adapting and improving the status
quo
Double loop learning Generative learning
Questions and changes existing assumptionsand conditions
Deuterolearning Learning how to learn
Learning how to improve single and doubleloop learning
K l d d P f
-
8/11/2019 Lecture 9 Organization Change
73/95
Knowledge and Performance
Organization knowledge must berelevant and applied effectively to the
competitive strategy
Link organization learning processes toorganization performance
Growing emphasis on the value of
intellectual assets and services
Knowledge Management
-
8/11/2019 Lecture 9 Organization Change
74/95
Knowledge Management
Interventions
Generating Knowledge Identify knowledge for competitive strategy
Develop ways to acquire or create that
knowledge Organizing Knowledge
Put knowledge into a usable form Codification and Personalization
Distributing Knowledge Making knowledge easy to access, use &
reuse
B ilt T Ch O i ti
-
8/11/2019 Lecture 9 Organization Change
75/95
Built-To-Change Organizations
Organizations are designed with theability to change constantly to create
the best sustainable source of
competitive advantage.
Organizations operate in complex
and rapidly changing environments
Built to Change
-
8/11/2019 Lecture 9 Organization Change
76/95
Built to Change
Application Stages
Create a Change-Friendly Identity
Pursue Proximity
Build an Orchestration Capability Establish Strategic Adjustment a Normal
Condition
Seek Virtuous Spirals
A li ti St f
-
8/11/2019 Lecture 9 Organization Change
77/95
Application Stages for
Transorganizational Development
Identification Convention Organization Evaluation
Who should
belong to the
transorganizationalSystem (TS)?
Relevant skills,
knowledge,
and resources
Key stakeholders
Should a TS
be created?
Costs andbenefits
Task
perceptions
How to organize
for task
performance?Communication
Leadership
Policies and
procedures
How is the TS
performing?
Performance
outcomes
Quality of
interaction
Member
satisfaction
Mergers and Acquisitions
-
8/11/2019 Lecture 9 Organization Change
78/95
Mergers and Acquisitions
Merger - the integration of two previously
independent organizations into a completely
new organization
Acquisition - the purchase of one organizationby another for integration into the acquiring
organization.
Distinct from transorganizational systems,such as alliances and networks, because at
least one of the organizations ceases to exist.
-
8/11/2019 Lecture 9 Organization Change
79/95
Merger and Acquisition Rationale
Diversification
Vertical integration
Gaining access to global markets,technology, or other resources
Achieving operational efficiencies,
improved innovation, or resource sharing
Merger and Acquisition
-
8/11/2019 Lecture 9 Organization Change
80/95
Merger and Acquisition
Application Stages
Pre-combination Phase The organization must identify a candidate
organization, work with it to gather informationabout each other, and plan the implementation
and integration activities Legal Combination Phase The two organizations settle on the terms of the
deal, gain approval from regulatory agenciesand shareholders, and file appropriate legal
documents Operational Combination Phase
Implementing the operational, technical andcultural integration activities
-
8/11/2019 Lecture 9 Organization Change
81/95
Strategic Alliances
When two organizations formally agree topursue a set of goals
There is sharing of resources, intellectual
property, people, capital, technology,capabilities or physical assets
Common alliances are licensingagreements, franchises, long-termcontracts, and joint ventures
Alliance Intervention
-
8/11/2019 Lecture 9 Organization Change
82/95
Alliance Intervention
Application Stages
Alliance Strategy Formulation
Clarify the business strategy and why an alliance is
needed
Partner Selection Leverage similarities and differences to create
competitive advantage
Alliance Structuring and Start-up
Build and leverage trust in the relationship
Alliance Operation and Adjustment
Network Interventions
-
8/11/2019 Lecture 9 Organization Change
83/95
Network Interventions
Involves three or more companies joined
together for a common purpose
Each organization in the network has goals
related to the network as well as thosefocused on self-interest
Characterized by two types of change:
creating the initial network
(transorganizational development) and
managing change within an established
network
Cultural Context for Change
-
8/11/2019 Lecture 9 Organization Change
84/95
Cultural Context for Change
Context Orientation
Power Distance
Uncertainty Avoidance Achievement Orientation
Individualism
-
8/11/2019 Lecture 9 Organization Change
85/95
Power Distance
-
8/11/2019 Lecture 9 Organization Change
86/95
Power Distance
Extent to which members of a societyaccept that status and power are
distributed unequally in an organization
Organizations in these cultures tend to be
autocratic, possess clear status
differences, and have little employee
participation
Uncertainty Avoidance
-
8/11/2019 Lecture 9 Organization Change
87/95
Uncertainty Avoidance
The extent to which members of asociety tolerate the unfamiliar and
unpredictable
Organizations in these cultures tend to
value experts, prefer clear roles, avoid
conflict, and resist change
Achievement Orientation
-
8/11/2019 Lecture 9 Organization Change
88/95
Achievement Orientation
The extent to which people in a societyvalue assertiveness and the acquisition of
material goods
Organizations in these cultures tend toassociate achievement with wealth and
recognition, value decisiveness, and
gender roles are clearly differentiated.
Individualism
-
8/11/2019 Lecture 9 Organization Change
89/95
Individualism
The extent to which people in a societybelieve they should be responsible for
themselves and their immediate family
Organizations in these cultures tend toencourage personal initiative, value time
and autonomy, accept competition, and
autonomy is highly valued
International Strategic
-
8/11/2019 Lecture 9 Organization Change
90/95
g
Orientation
Characteristics of the International Design
Sell existing products/services to nondomestic
markets
Goals of increased foreign revenues
Implementing the International Orientation
OD facilitates extending the existing strategy
into the new market
Cross-cultural training and strategic planning
The Global Strategic Orientation
-
8/11/2019 Lecture 9 Organization Change
91/95
e G oba St ateg c O e tat o
Characteristics of the Global Design
Centralized with a global product structure
Goals of efficiency through volume
Implementing the Global Orientation
OD supports career planning, role clarification,employee involvement, conflict management andsenior management team building to help achieveimproved operational efficiency
OD helps the organization transition to globalintegration from local responsiveness
The Multinational
Strategic Orientation
-
8/11/2019 Lecture 9 Organization Change
92/95
Strategic Orientation
Characteristics of the Multinational Design
Operate a decentralized organization
Goals of local responsiveness through
specialization Implementing the Multinational Orientation
OD helps with intergroup relations, local
management selection and team building
OD facilitates management development,
reward systems, and strategic alliances
Transnational Strategic
-
8/11/2019 Lecture 9 Organization Change
93/95
Orientation
Characteristics of the Transnational Design Tailored products
Goals of learning and responsiveness through
integrations
Implementing the Transnational Orientation
Extensive selection and rotation
Acquire cultural knowledge and develop intergroup
relations Build corporate vision
Gl b l S i l Ch O i ti
-
8/11/2019 Lecture 9 Organization Change
94/95
Global Social Change Organizations
Their primary task is a commitment to serve as an agent ofchange in the creation of environmentally and socially
sustainable world futures
They have discovered and mobilized innovative social-
organizational architectures They hold values of empowerment in the accomplishment of
their global change mission
They are globally-locally linked in structure, membership, orpartnership and thereby exist as entities beyond the nation-state
They are multi-organizational and often cross-sectoral
Application Stages of
-
8/11/2019 Lecture 9 Organization Change
95/95
Application Stages of
Global Social Change Organizations
Build the local organization Using values to create the vision
Recognizing that internal conflict is often a function of externalconditions
Understanding the problems of success Create horizontal linkages
Build a network of local organizations with similar views andobjectives
Develop vertical linkages Create channels of communication and influence upward to
governmental and policy-level, decision-making processes