Navigating Change Through Formal Structures And Systems Discussion

Navigating Change Through Formal Structures And Systems Discussion

Two principle impediments to effective and lasting organizational change are structures and systems within the organization. In other words, for change to become a part of an organization, managers often must change the formal and informal structures of an organization to better support the change initiative. 

For this Discussion Question, find an organization in Saudi Arabia that completed a change within their organization during the last three years. Discuss how they changed or modified their formal and informal structures and systems to ensure the intended change became a part of the organization’s culture. Then discuss how the organization used structures and systems to deal with the uncertainty and complexity in the environment?
Was this an appropriate response?
How could the existing structures and systems have been approached and used differently to advance the desired change?
How did existing structures and systems affect the ability of the change leader to bring about the desired change? 

Embed course material concepts, principles, and theories, which require supporting citations along with two scholarly peer-reviewed references in supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.

Leading Organizational Change Realigning Organizational Culture

Understanding the Required Scope of Change & The Symbolic Frame

Compare:

Understand the magnitude and nature of the required change (Levin & Gottlieb, 2009).

Valid and dramatic evidence from outside the organization that demonstrates that change is required.

Takes into account not what happens but what it means (Bolman & Deal, 2008).

Attempts to change culture within the organization.

Contrast:

Symbolic Frame does not take into consideration future stories as symbols.

Symbolic Frame focuses on what is expressed and not what is produced (Bolman & Deal, 2008).

Symbolic Frame sees life as figurative (Bolman & Deal, 2008).

Model, Teach, and Embed & Human Resource Frame

Compare:

Model behavior to insure appropriate formal and informal practices (Levin & Gottlieb, 2009).

Serve to motivate others (Levin & Gottlieb, 2009).

Employees take cues as to what is expected.

Held accountable for consistency of desired behaviors (Levin & Gottlieb, 2009).

Complex governance structure (Kotter & Cohen, 2002).

Contrast:

Leaders are the primary sponsors of culture realignment (Levin & Gottlieb, 2009).

Leaders are the primary advocate.

Needs of employees.

HR focuses on what people do for one another based upon their needs and organizational requirement (Bolman & Deal, 2008).

Use Multiple Levers & Build the Guiding Team

Compare:

Focus directly on modifying how the work is preformed (Levin & Gottlieb, 2009).

Influence people’s perceptions, attitudes and meaning they attribute to organizational decisions, actions, and practices (Levin & Gottlieb, 2009).

Behavior is intentionally shaped and guided (Levin & Gottlieb, 2009).

Contrast:

Focus on organizational culture.

Use of a group to guide the change process instead of a levers.

Senior management is not involved in realignment efforts.

Create Broad Involvement of Key Organization Constituencies & Build the Guiding Team

Compare:

Culture change is accomplished by getting groups of people to change how they perform their work together (Levin & Gottlieb, 2009).

People are willing to commit to change with enthusiasm and are willing to help enact it when they have had the opportunity to understand its rationale, have their voice heard, and are provided with concrete ways to contribute to its design and implementation (Levin & Gottlieb, 2009).

Contrast:

Cultural realignment requires effort and contribution of all organization members (Levin & Gottlieb, 2009).

Requires personal commitment and internalization of the change, not compliance (Levin & Gottlieb, 2009).

Taps into the wisdom and talent of all organizational members (Levin & Gottlieb, 2009).

Manage With Rigor and Get the Vision Right

Compare:

Establishing a clear set of governance, management, and accountability structures to oversee, control and monitor the established plan of action (Levin & Gottlieb, 2009).

Structured format.

Manage with rigor and discipline includes establishing a clear set of governance, management, and accountability structures to oversee, control and monitor the established plan of action (Levin & Gottlieb, 2009).

Bold strategies (Kotter & Cohen, 2002).

Contrast

Provide a means for adjusting plans to emergent circumstances (Levin & Gottlieb, 2009).

Assume that linear or logical plans guide behavior.

Detailed reasons behind strategies.

Analytic and financially based vision.

Integrate Into Daily Work Life & Communicate for Buy-In

Compare:

Culture realignment efforts are fully integrated into day to day management of operations and work life (Levin & Gottlieb, 2009).

Bold strategies.

Operate in the new desired way in all decisions and actions.

Contrast:

It is not necessary to create hoopla and fanfare about it (Levin & Gottlieb, 2009).

Communication is simple (Kotter & Cohen, 2002).

Speak to anxieties, confusion, anger, and distrust (Kotter & Cohen, 2002).

Informal.

Establish Infrastructure and Oversight & Communicate for Buy-In

Compare:

Clarify roles during effort and decision making parameters and processes (Levin & Gottlieb, 2009).

Focus on cultural realignment and strategy.

Proven approaches for successful management (Levin & Gottlieb, 2009).

Break down larger efforts into manageable parts or activities.

Specific accountability.

Contrast:

Leaders agree on outcome and desired results of realignment effort (Levin & Gottlieb, 2009).

Complex.

Communication is planned and detailed.

Key outcomes must be produced.

Minimal compromise.

Define the Preferred Culture & Communicate for Buy-In

Compare:

Organizational vision supports the culture.

Desired actions and behaviors are clear (Levin & Gottlieb, 2009).

Modification or reframing is in alignment with goals (Levin & Gottlieb, 2009).

Feelings are communicated.

Contrast:

Agreement among leaders about the preferred culture in order to achieve business goals.

Transfer of information from senior leaders to group members.

Conduct Culture Gap Audit, Ensure Leadership Auditing & Communicate for Buy-In

Compare:

Key information is used to create an understanding within the organization.

Communication is necessary.

Modeling, teaching, and embedding culture is important (Levin & Gottlieb, 2009).

Shared commitment to communication.

Contrast:

Research on where the organization is at.

Information is gathered and not common knowledge.

Use of surveys provide valuable information.

Leaders have the most responsibility.

Manage Priority Culture Realignment Levers Communicate for Buy-In

Compare:

Instruments are used to directly influence behavior (Levin & Gottlieb, 2009)

Supportive of the preferred culture (Levin & Gottlieb, 2009).

Value based decision making (Levin & Gottlieb, 2009).

Use of stories to motivate.

Contrast:

Leaders insure that all organization subsystems are supported (Levin & Gottlieb, 2009).

Complex.

Examine each process.

Transfer of information.

Integrate Into Priority Strategic Initiatives & Communicate for Buy-In

Compare:

Use of coordinated resources for success (Levin & Gottlieb, 2009).

Portfolios of strategic initiatives are used to achieve goals (Levin & Gottlieb, 2009).

Evaluation of expected contribution efforts.

Look for methods to be consistent in order to support the ongoing work within the organization (Levin & Gottlieb, 2009).

Contrast:

Complex and technocratic communication (Kotter & Cohen, 2002).

Broad views.

Works directly with senior management.

Assess Progress & Making Change Stick

Compare:

Periodic progress assessments.

Senior leaders are aware of the progress being made.

Focus on specific areas within the organization.

Focus on performance gains within the organization (Levin & Gottlieb, 2009).

Continuity of specific behaviors and results that support the organizational culture.

Contrast:

Rely on senior management to hold the change in place (Kotter & Cohen, 2002).

Attempting to change the culture within an organization to make process stick.

Conclusion

The Six Principles and Eight Practices supports the

Eight Steps and Four Frames of organizational change in many ways. They support organizational growth through the organizational culture. There are aspects that promote change in a top-down manner within the principles and practices. While the Eight steps supports a bottom-up approach. When used together an organization can build upon the strength and structures within each department. Use of stories compliments the principles, practices, and steps in a manner that guides organizational transition and cultural realignment (Wortman, 2008).

Reference:

Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass. 

Kotter, J. P. & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business School Press. 

Levin, I., & Gottlieb, J. Z. (Winter 2009). Realigning organization culture for optimal performance: Six principles & eight practices. Organization Development Journal, 27 (4), 31-46.

Wortmann, C. (2008). Can stories change a culture? Industrial and Commercial Training, 40(3), 134-141.

0 replies

Leave a Reply

Want to join the discussion?
Feel free to contribute!

Leave a Reply