Sunteți pe pagina 1din 18

Change Leadership

BSB20302-7-CL

Diagnosis for Change

Modeling Organisations

Diagnostic models that can be applied to the


functioning of organisations.
Seek focus attention on one or more of the
determinants of organisational performance.

Module Code and Module Title

Title of Slides

Slide SSlide SlSiSSSside 2 of 18

The Six-Box Organisational Model


Proposed by Marvin Weisbord
Based on 6 variables:
- Purpose: What business are we in?
- Structure: How do we divide up the work?
- Rewards: Do all tasks have incentives?
- Helpful mechanisms: Have we adequate
coordinating technologies?
- Relationships: How do we manage conflict among
people? With technologies?
- Leadership: Does someone keep the boxes in
balance?
Module Code and Module Title

Title of Slides

Slide 3 of 18

The 7-S Framework


Developed by the McKinsey & Company
Organisational effectiveness comes from
the interaction of multiple factors
Successful change requires attention to
the interconnectedness of the variables

Module Code and Module Title

Title of Slides

Slide 4 of 18

The 7-S Framework


They characterize the factors into 7
categories:
(1) Structure
(2) Strategy
(3) Systems
(4) Style
(5) Staff
(6) Skills
(7) Superordinate goals
Module Code and Module Title

Title of Slides

Slide 5 of 18

The Star Model


Developed by Jay Galbraith
An organisation is at its most effective when the 5
major components of organisation design are in
alignment.
The 5 components are:
- Strategy
- Structure
- Processes and Lateral Capability
- Reward Systems
- People Practices
Module Code and Module Title

Title of Slides

Slide 6 of 18

The Four-Frame Model


Managers benefit from being able to analyse
organisations from the perspective of four different
frames each of which provides a different angle
on how organisations operate.
The four frames are:
- Structural frame
- Human resource frame
- Political frame
- Symbolic frame

Module Code and Module Title

Title of Slides

Slide 7 of 18

Structural Frame
Presents organisations as akin to
machines that are designed to efficiently
turn inputs to outputs.
The focus is on getting the correct formal
design as one would find on an
organisation chart and rules and
procedures manuals.

Module Code and Module Title

Title of Slides

Slide 8 of 18

Human Resource Frame


Directs attention to the relationship
between the organisation and the people
that comprise it.
It is based on the proposition that a good
fit between the needs of the organisation
and what people want out of work benefits
both parties, and the reverse (where fit is
lacking, both suffer).
Module Code and Module Title

Title of Slides

Slide 9 of 18

Political Frame
See organisations as sites where
participants interact in pursuit of a range of
objectives, some in common, some that
differ; some that complement, some that
conflict.
One of the most important aspects of the
political frame is that it does not present
political as necessarily equating to bad

Module Code and Module Title

Title of Slides

Slide 10 of 18

Political Frame
Even where superordinate goals, such as
the organisations mission, are shared, the
means whereby that mission is to be
operationalised may be fiercely contested
between individuals.

Module Code and Module Title

Title of Slides

Slide 11 of 18

Symbolic Frame
The essence of an organisation may lie
not in its formal structure and processes
but in its culture the realm of symbols,
beliefs, values, rituals, and meanings

Module Code and Module Title

Title of Slides

Slide 12 of 18

The Congruence Model


David Nadler & Michael Tushman have developed an
open systems model of organisations based on the
proposition that the effectiveness of an organisation
is determined by the consistency (congruence)
between the various elements that comprise the
organisation.
This model sees organisations as comprising 4
components:
(a) task
(b) individuals
(c) formal organisational arrangements
(d) informal organisation
Module Code and Module Title

Title of Slides

Slide 13 of 18

The Congruence Model


Transformation Process

Informal
Organization
Context

Environment
Resources
History

Output

Strategy

Formal
organization
Arrangements

Task

Strategy

Individual

Module Code and Module Title

Title of Slides
Feedback

Slide 14 of 18

Organization
Group
Individual

The Congruence Model


The model is based on the conceptualisation
of the organisation as a transformation
process.

Module Code and Module Title

Title of Slides

Slide 15 of 18

Component Analysis
The PESTEL Framework
- Political
- Economic
- Social
- Technological
- Environmental
- Legal
Module Code and Module Title

Title of Slides

Slide 16 of 18

Component Analysis
Scenario Analysis
- A scenario is a description of some future
state based on a set of assumptions about
what is likely to happen in regard to a
number of key factors believed to be key
drivers of that future state.

Module Code and Module Title

Title of Slides

Slide 17 of 18

Component Analysis
Gap Analysis
- A very basic tool for reviewing an
organisations position.
- Based on 3 questions:
(a) Where are we now?
(b) Where do we want to get to?
(c) How can we get there?

Module Code and Module Title

Title of Slides

Slide 18 of 18