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What triggers face your organisation, or your section of the organisation? How do you recognise these? How might these be aligned with possible opportunities for change?
Three months ago, while a shareholder was reviewing the monthly financial reports, he complained that the salary commission expense was a very heavy burden for operating cost. He requested to change the policy for commission. So in our situation, the change trigger is economic issue.
There are a number of models discussed in the study guide and different readings in this course (Beer, 1988; Beer and Nohria, 2000; Eaton, 2010; Jarrett, 2003; Kotter, 2007; Patrickson et al, 1994, Stace & Dunphy, 1994). You are asked to compare and contrast the models and comment on the biggest differences between the different approaches. You may answer this question in relation to your experience of change management in your organisation.
The models view change from different directions. There are two main directions, one says change triggers come from the environment, which means that timing is the key to success of change. Another advocates that the success of change depends on the charismatic leadership. According to Beer and Nohria (2000), the change should be done by combining Theories E and O, which can maximize the shareholders value (profitability) and at the same time build up the corporate culture value productivity. These theories are very useful references for analyzing the situation of my company, which also lack a charismatic leader to handle conflict between various departments.
What triggers face your organisation, or your section of the organisation? How do you recognise these? How might these be aligned with possible opportunities for change?
Three months ago, while a shareholder was reviewing the monthly financial reports, he complained that the salary commission expense was a very heavy burden for operating cost. He requested to change the policy for commission. So in our situation, the change trigger is economic issue.
There are a number of models discussed in the study guide and different readings in this course (Beer, 1988; Beer and Nohria, 2000; Eaton, 2010; Jarrett, 2003; Kotter, 2007; Patrickson et al, 1994, Stace & Dunphy, 1994). You are asked to compare and contrast the models and comment on the biggest differences between the different approaches. You may answer this question in relation to your experience of change management in your organisation.
The models view change from different directions. There are two main directions, one says change triggers come from the environment, which means that timing is the key to success of change. Another advocates that the success of change depends on the charismatic leadership. According to Beer and Nohria (2000), the