Thanks to visit codestin.com
Credit goes to www.scribd.com

Scribd
Upload
271 views15 pages

Organizational Change Models

This document discusses several open systems models that can be used to aid in organizational diagnosis and change management. It summarizes key aspects of three models: 1) Kotter's integrative model views an organization as a system with six interrelated elements - external environment, employees/assets, formal structure, social system, technology, and dominant coalition. 2) Burns and Stalker's contingency theory divides organizations into mechanistic and organic structures based on characteristics like task definition and communication channels. 3) Nadler and Tushman's congruence model identifies four classes of input - environment, resources, history, and strategy - that influence an organization's formal structure, informal structure, individuals, and

Uploaded by

Jingga Novebreza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
271 views15 pages

Organizational Change Models

This document discusses several open systems models that can be used to aid in organizational diagnosis and change management. It summarizes key aspects of three models: 1) Kotter's integrative model views an organization as a system with six interrelated elements - external environment, employees/assets, formal structure, social system, technology, and dominant coalition. 2) Burns and Stalker's contingency theory divides organizations into mechanistic and organic structures based on characteristics like task definition and communication channels. 3) Nadler and Tushman's congruence model identifies four classes of input - environment, resources, history, and strategy - that influence an organization's formal structure, informal structure, individuals, and

Uploaded by

Jingga Novebreza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 15

Open Systems Models

and Alignment
Dr. Yulihasri, SE.,MBA
February, 2020
Managing People Issues
Key Steps in the Change
Process
Recognize
need and
Plan and
Implement Sustain the
start change Diagnosis prepare to
the Change Change
process change

External
change REVIEW
Using Models To Aid Diagnosis

“It is impossible for anyone to pay attention and


understand the interactions between all the
many elements that can have an effect on how
an organization functions”.
Using Models To Aid Diagnosis
Models developed to simplify the real world;
• a limited number of key elements that we feel
offer a good representations of the real world
• the ways these elements interact with each other,
sometimes referred to as ‘casual relationships’ or
laws of effect
• the ‘outputs’ produced by these interactions,
which provide the basis for evaluating
performance and assessing effectiveness.
Using Models To Aid Diagnosis
Conceptual Models of Organization Function is use for;

• Guide the kind of information that we attend to


• interpret what we see
• decide how to act

We develop these models on the basis of our personal experience,


members or external observers of organizational behavior.

Often, they are subjective and biased, overemphasized some


aspects of organizational functioning and completely neglect others.

They do not always provide a useful guide for the management of


change.
Total System Models
Total Systems Theory
1. Open Systems Theory
2. Contingency Theory

Open Systems Theory


Provides such a framework and views an
organization as a system of interrelated
components that transact with a larger
environment.
The Main Characteristics of
Organizations
• Include within a larger system
• Able to avoid entropy
• Regulated by feedback
• Subject to equifinality (Equal)
• Cyclical in their mode of functioning
• Equilibrium seeking
• Bounded
Total System Models
Contingency Theories
Burns and Stalker (1961) divides organizations
into;
1. Mechanistic
2. Organic
Total System Models
The Main Features of Mechanistic and Organic
Organizations;
Mechanistic Organic
Specialized task, narrow in space Common tasks & interdependencies

Tasks rigidly defined Tasks adjusted and redefined as required

Strict hierarchy of authority Less adherence to formal authority and rules

Centralized knowledge and control Decentralized knowledge and control

Hierarchical communication Network communication, diffused channels


Contingency Theories
Kotter (1980) Integrative Model of Organizational
Dynamics
Employees
Technology and other
tangible
assets
Formal
Dominant Organizational
Coalition Arrangement

Key Organizational Processes;


• Information Gathering
• Communication
• Decision Making
Social • Matter/ Energy Transporting
System External
• Matter / Energy Conversion Environment
Alignment as a Determinant of
Organization Effectiveness
The 6 structural Elements of Kotter’s Model are;
1. External Environment
Immediate task-related environment and the
wider environment, public attitudes, political
system, etc.
2. Employees and Other Tangible Assets
Buildings, Plants, inventories, and cash.
3. Formal Structure
Job design and operating system
Alignment as a Determinant of
Organization Effectiveness
The 6 structural Elements of Kotter’s Model are;
4. Social System
Organization’s culture and social structure
5. Technology
Associated with the organization’s core
products
6. Dominant Coalition
The objective & strategies of those who control
policy making
Nadler & Tushman
Congruence Model
Informal
Organization

Environment, Organization,
Resources, Strategy Formal Group,
Task
History Organization Individual

Individual

Transformation Process

Feedback
Nadler & Tushman’s model identifies 4
classes of input;
• Environment
• Resources
• History
• Strategy
Major Components of the Transformation Process;
1. Task
2. Individuals
3. Formal Organizational Arrangement
4. Informal Organization
Thank
You

You might also like