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Ch 8.docx

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Ryerson University
Human Resources
MHR 650
Frank Miller

Ch 8: Implementing Change: Change Management, Contingency, and Processual Approaches Director Image of Managing Change: Change Management and Contingency Approaches - Provide multistep models of how to achieve large-scale, transformational change Kotter’s Eight Step Change Management Model 1. Establish the need for - Perform market analyses urgency - Determine problems and opportunities - Use techniques to focus people’s attention on the importance of change to meet these challenges 2. Ensure there is a - Create team structures to help drive the change powerful change group - Ensure teams have sufficient power to achieve the desired change to guide the change 3. Develop a vision - Develop a vision that provides a focus for the change 4. Communicate the - Role model the behaviour implied by the vision vision - Use multiple channels to constantly communicate the vision 5. Empower staff - Remove organizational policies and structures that inhibit achievement of the vision - Encourage risk taking 6. Ensure there are short - Wins help support need for change term wins - Rewarding “wins” helps to provide motivation 7. Consolidate gains - Continue to remove organizational policies and processes that inhibit change - Reward those who engage positively with the change - Establish new, related change projects 8. Embed the change in - Link change to organizational performance and leadership the culture Contingency Approaches Five main change approaches (Dunphy/Stace) Developmental - There is constant change as a result of the organization adapting itself to external, environmental changes transitions - Primary style of leadership is consultative, where the leader acts in the capacity of a coach aiming to gain voluntary, shared commitment from organizational members to the need for continual improvement Task focused - The change management style is directive with the change leader acting as captain seeking the compliance of organizational transitions members to redefine how the organization operates in specific areas - While directive leadership means that the overall change is driven from top, this may translate into a more consultative approach by managers operating lower down in the organization who are required to implement changes Charismatic - People accept that the organization is out of step with its environment and that there is a need for radical, revolutionary transformation change - Helping to create a new identity and paradigm shift in the way in which the organization conducts its operations, the charismatic leader is able to operate symbolically to gain emotional commitment of staff to new directions Turnarounds - Aimed at frame breaking changes - Operate as commanders utilizing their positions of power to force required changes through the organization Taylorism - Fine tuning, paternalistic approaches to managing change Change i
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