Organizational Change the Adage "Different Strokes Term Paper

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Organizational Change

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The adage "different strokes for different folks" may seem to be apropos only to people; however, looking at the matter in depth, it is apparent that the same goes true for various organizations. This is especially relevant when it comes to implementing changes in the organization. The research paper entitled The Strategic Management of Corporate Change as presented by Dunphy and Stace (1993, p. 905) "investigated the controversy between universal and contingent approaches to corporate change by studying 13 service sector organizations." The study they did was not only confined to the types of changes implemented by the organization but delved also in the leadership styles used to facilitate the change management. Dunphy and Stace identified four scale types of change management and four leadership types that went along with defining the scale of change. The four change scale types are fine tuning, incremental adjustment, modular transformation, and corporate transformation while the leadership types comprise of collaborative, consultative, directive, and coercive (Dunphy & Stace, 1993, pp. 913, 917-919). Their findings consist of the studied organizations utilizing a mix of the two where some evolved from a particular style and completed the change with another style. The model the authors applied in their researched is called the revised Dunphy/Stace model which "reconciles the views of the major and often opposing theoretical traditions in the organization behavior area, as they apply to management of organizational change (Dunphy & Stace, 1993, p. 916). Based on the research that Dunphy and Stace conducted, it is clear indeed that rapid transformative change is more than norm in most organizations as opposed to the traditional incremental change.

Term Paper on Organizational Change the Adage "Different Strokes for Assignment

Nadler and Tushman's article Organizational Frame Bending: Principles for Managing Reorientation introduced an innovative concept in organizational change management. They called this "frame bending, a particular kind of large-scale change found in complex organizations (Nadler & Tushman, 1989, p. 194)." Before dwelling on the intricacies of frame bending, the authors first provided detailed backgrounds on the basics and concepts of change as well as the types of organizational change. With the background information, the authors were able to reiterate the key elements involved in organizational change, the politics that that always come into play and the causes and effects when change is implemented. particularly interesting is when emphasis was made on how the size of the organization is a major factor in how organizational change is executed. Specifically, "relative complexity is further affected by organizational complexity [whereby] organizations become more difficult to change as they increase in complexity Nadler & Tushman, 1989, p. 197)" From the intensive examination of relevant details of the fundamentals of organizational change, the authors posited that various principles underlying frame bending in organizational change. In the detailed presentation, Nadler and Tushman explained ten principles that comprise frame bending and some of these principles are Diagnosis Principle, Vision Principle, Energy Principle and Many-Bullets Principle. Each of the principles postulated by Nadler and Tushman has corresponding applications to whatever challenges or obstacles faced by any organizations in the implementation of their organizational change. The main point the authors are truly driving at is that in whatever organizational change that will occur, there has to be reorientations that need to be championed by top level management themselves to see maximum effectiveness and positive outcomes.

Culture has always been an important aspect in trying to understand not only people, groups, societies and nations but organization more particularly. Vijay Sathe's Implications of Corporate Culture: A Manager's Guide to Action provided an overall and comprehensive view of culture especially as it applies to the corporate organization. The author was able to clarify what corporate culture really is and how is critical in the attainment of organizational goals and objectives. The way Sathe elucidated the issue though is by providing both positive and negative effects of culture in an organization. For instance on the downside of it, he examined how culture affects behavior in an organization by studying "five processes therein namely: communication, cooperation, commitment, decision making, and implementation (Sathe, 1983, p. 10)." In the milieu of decision making for example, Sathe pointed out that if decision makers in an organization have the same beliefs and values, the decision making process will be more streamlines since there would be less disagreements. However, Sather also warned that "where constructive dissent is a shared value, there would be greater conflict where this is not a shared value (Sathe, 1983, p. 12)." All the discussions that Sathe made regarding culture were prelude to the real gist of the paper, that is of the effects of change in the organization's culture and behavior. He provided the difference between cultural change and behavior change from various perspectives and how the two mat yield different results despite both being transformations in the organization. With all the discussions on culture and the changes that go with the organization, the main point Sathe wanted to bring home is that understanding the nuances of culture and organizational change will help an organization become not only more effective but gain efficiency as well.

One of the constants in life is change and this is readily perceptible in organizations wherein the dynamics of change are fluid and ever-changing. Thus, all three articles exhaustively discussed organizational change and the various effects it has thereto. For Dunphy and Stace, they approached organizational changed via research on organizations and how the four change management types and four leadership types are aligned with each of the organization. Nadler and Tushman, on the other hand, introduced the various principles of frame bending as each of them applies to organizational change. Although they "shared some initial views on reorientation as a subset of organizational change (Nadler & Tushman, 1989, p. 203)," they nonetheless achieved their goal of validating the criticality of understanding the importance of reorientation in organizational change especially at the top management level. Of course for Sathe, organizational change was dealt with along the lines of culture change and behavior change and how these will help achieve optimum results in the organizations efficiency and effectiveness.

The change efforts presented in three articles vary but nevertheless provide excellent insights on how organization change should and must be handled depending upon the situation on hand. Thus, reading through the articles allowed clearer understanding that there is no one "silver bullet" that will see the success of any change management initiatives. Dunphy and Stace were able to provide various case studies with concrete results from 13 service sector organizations that saw how different change management and leadership styles are implemented when initiating changes in the organization. Generally, the results of the execution of different change efforts provided positive outcomes despite disparate styles. Nadler and Tushman introduced the ten different frame bending principles that can be applied in the various reorientation processes that are done during organizational change. Again, like how Dunphy and Stace provided the proofs, Nadler and Tushman also achieved their goal of making the reader understand that there are various nuances to change management and it is up to whoever is implement the change to choose the most viable approach. Readily, the ten principles that Nadler and Tushman listed can be applied to any challenges faced during organizational change.

Sathe's presentation of the change efforts in the organization can be looked at as a "back to basics" approach because he began with the clarification of what culture is and how it especially applies to organizations. From there Sathe dissected the effects of organizational change not only of the corporate culture but on the behavior of individuals and groups belonging to the organization. One thing has been made clear though by Sathe is when he stated that (1983, p. 22), "The challenge for leaders is to harness culture's benefits while remaining alerts to the dangers of… [END OF PREVIEW] . . . READ MORE

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