Symptoms an organization needs change, or has been through too much change.
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What are the symptoms that a manager should look for in determining whether an organization needs to change? Give examples.
What are the symptoms that indicate that an organization has been through too much change? Give examples.
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The solution is a comprehensive and well-cited response to the questions about change management. A good range of examples are also presented in the 1100 word solution.
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What are the symptoms that a manager should look for in determining whether an organization needs to change? Give examples?
A. SYMPTOMS THAT A MANAGER SHOULD LOOK FOR IN DETERMINING WHETHER AN ORGANIZATION NEEDS TO CHANGE
Level
1. Those That Are Visible and Explicit
2. Those Due to Shifts in the Organization's Environments
3. Those Due to Inadequate Organizational Design to Institutionalize the Holonomic Processes (HPs) of Change
B. HIDDEN ORGANIZATIONALPROBLEMS
Level
4. Those Due to Defective Operation and/or Deployment of the Homonymic Processes (HPs) That Foster Effective Organizational Learning
5. Those Due to Ineffective Organizational Learning in Response to Threats to the Organizational Commons
6. Those Due to Threats to the Organizational Commons
7. Those Involving Defining and Regulating the Organizational Commons
[a] These levels of organizational problems are ordered in descending rings of problems. The outer rings (levels 1, 2, 3) represent readily observable problems and the inner rings (levels 4, 5, 6, 7) the hidden problems, often ignored, but sensed by astute members of an organization. There is no strict hierarchy of cause and effect. However, while problems at any organizational level can cause problems in other levels, it is generally true that problems in an outer ring have root causes in combinations of unrecognized or unsolved problems in their inner rings.
[b] Issues of morality, aesthetics and character will probably become more salient as managerial understanding improves.]
There are three main levels of observable problems. At the top are those that are visible and explicit such as rising costs and falling revenues. Just below these are organizational problems due to shifts in the organization's environments such as changes in competition, technology, and government regulations. Looking deeper, many of these are due to an inadequate organizational design that fails to institutionalize certain processes of adapting to change. ...
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