Org. Change Ch. 1 (Matching)

Organizations = Social entities with goals and purpose, boundaries, and recognizable structures Silverman's critique = Challenges the idea of organizations as systems and introduces the 'social action' approach Stacy's idea of organizations as complex systems = Emphasizes unpredictability due to interactions in individual, social, organizational, and environmental domains Business conditions = Increasingly complex and uncertain with quickening pace for change and unpredictable future

Level 1 = A repetitive environment characterized by stability of markets and slow change Level 2 = Complexity increases but managers can still forecast the future with confidence Level 3 = Increased complexity where the future can still be predicted with some degree of confidence Level 4 = Turbulence increases with global and socio-political changes; the future is only partly predictable

Closed change = A situation where we can explain in a widely accepted way that the sequence of events will affect the future course of the business Contained change = A situation where we are able to say only what probably happened, why it probably happened, and its probable consequences were; evolutionary change under way Open-ended change = Other sequences of events and actions arising from the past and continuing to impact on the future where explanations do not command widespread acceptance by those involved

Predictable threats and opportunities = Closed change or levels 1-3 Ansoz, McDonnell Partially predictable opportunities = Open-ended change or levels 4-5 Ansoz, McDonnell Unpredictable surprises = Far from certainty describes a situation where organizational members face open-ended change or levels 4-5 Ansoz, McDonnell

Temporal environment = Influences organizations through cycles of industry-based innovation and through the life-cycle of the organization itself PEST framework = External environment consisting of political, economic, social, and technological factors Organizations internal environment = Consists of organizational changes that are first-line responses to changes in the external and temporal environments

Political triggers = Include national and international bodies influencing organizational life, with New Public Management (NPM) being an example of a political shift focusing on management and efficiency in public services. Economic indicators = Include balancing economic growth, a healthy balance of payments, low inflation, and low unemployment. Socio-cultural factors = Influence organizational structure and management, with changes in expectations, demographics, family structures, and cultural awareness affecting workplaces. Technological investment = Drives productivity and changes the way organizations choose to structure themselves, affecting the required knowledge and skills of employees.

Leadership changes = A trigger for change within an organization. Falling performance = A trigger for change within an organization. New visions = A trigger for change within an organization. High turnover = A trigger for change within an organization.

Technology transforming organizational functions = Will see more devices connected to the internet, the rise of flexible, independent work, wider, flatter structures, and increased focus on diversity. Rise of flexible, independent work = Will see technology transforming organizational functions. Wider, flatter structures = Will see technology transforming organizational functions. Increased focus on diversity = Will see technology transforming organizational functions.