Organizational Change Discussion

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The past 20 years have seen increasing complexity in the world, and that has influenced change in organizations. Discuss the Four Types of Organizational Change, found in your textbook, and how they have influenced types of organizational change in Saudi Arabian companies. What has the impact been on organizations within the country and region? Also, consider The Requirements for Becoming a Successful Change Leader, found in your textbook, to evaluate the leadership role within these organizational changes.

Embed course material concepts, principles, and theories, which require supporting citations along with two scholarly peer-reviewed references in supporting your answer.

You are required to reply to at least two peer discussion question post answers to this weekly discussion question and/or your instructor’s response to your posting. These post replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required.

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I need please the following:

* Minimum 1 page, and MAX 2 pages.

* At least 2 references.

* Later one, I will provide you 2 discussions, where I need one reply to each one ( Short reply)

* The course book is :

Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13: 9781544351407

Chapter 1: Changing Organizations in Our Complex World Chapter Overview • The goal of the book: develop your ability to initiate and manage change • Environmental factors affecting change are outlined: social/ demographic, technological, political, and economic forces • Four types of organizational change are discussed: tuning, adapting, reorienting, and recreating • Four change roles are described: initiators, implementers, facilitators, and recipients. The terms “change leader” and “change agent” are used interchangeably and could mean any of the four roles. • The difficulties in creating successful change are highlighted and characteristics of successful change leader are described. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 Your Experiences with Change Management Talk with one another (in small groups) about your experiences with change management. What does this suggest organizational change management is about? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 3 Organizational Change: Defined • The intentional and planned alteration of organizational components to improve organizational effectiveness. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 4 Organization Components • Organization components include the organization’s: • • • • • • • Mission and vision Strategy Goals Structure Processes or systems Technology People • When organizations enhance their effectiveness, they increase their ability to generate value for those they serve Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 5 The “Knowing−Doing” Gap • Change capability has become a core managerial competency • But managers’ abilities to deliver on change are modest at best • There is a major “knowing−doing” gap • Knowing concepts and theories is not enough • Managers need to become effective agents of change, possessing the will and skills to make positive change happen Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 6 Orientation of the Book There is a story of two stone cutters: The first, when asked what he was doing, responded: “I am shaping this stone to fit into that wall.” The second, however, said: “I am helping to build a cathedral.” This book is orientated towards those who want to be builders. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 7 Why is change a Hot Topic? • Environmental Forces Driving Changes (PESTEL factors): • Political Changes • Economic Changes • Social, Cultural and Demographic • New Technologies • Legal Changes • Ecological/Environmental Factors • Turbulence and ambiguity define the landscape for both the public and private sectors Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 8 Toolkit Exercise 1.2 Analyzing Your Environment Select an organization you are familiar with. What are the key environmental issues affecting it? List these and their implications for the organization. Political Factors …………… Implications? Economic Factors …………… Implications? Social Factors …………… Implications? Ecological/Environmental Factors Legal Factors ……… Implications? …………… Implications? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 9 New Organizational Forms & Management Challenges Due to Environmental Change Macro Changes and Impact • Digitization leading to: • Faster information transmission • Lower cost information storage and transmission • Integration of states and opening of markets • Geographic dispersion of the value chain • All leading to globalization of markets Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 10 New Organizational Forms & Management Challenges (cont.) New Organizational Forms and Competitive Dynamics • Global small and medium-sized enterprises • Global constellations of organizations (i.e., networks) • Large, focused global firms • All leading to: • Spread of autonomous, dislocated teams • Digitally enabled structures • Intense global rivalry and running faster while seeming to stand still Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 11 New Organizational Forms & Management Challenges (cont.) New Management Challenges • Greater diversity • Greater synchronization requirements • Greater time-pacing requirements • Faster decision making, learning and innovation • More frequent environmental discontinuities • Faster industry life-cycles • Faster newness and obsolescence of knowledge • Risk of competency traps where old competencies no longer produce desired effects • Greater newness and obsolescence of organizations Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 12 The Causal Model Driving Change Macro Changes and Impacts in the Environment New Organizational Forms & Competitive Dynamics Management Challenges in “A New Time” Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 13 Macro Changes and Impact Faster Information Transfer Digitization Lower-cost information storage and transmission Geographic dispersion of the value chain Integration of States and Opening of Markets New Org Dynamics Globalization of Markets Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 14 New Organizational Forms and Competitive Dynamics Rise of global SME’s Spread of autonomous, dislocated teams Rise of global constellations Spread of digitally enabled structures Rise of large, focused global firms Management Challenges More intense competitive rivalry More intense “Red Queen” Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 15 Management Challenges in “A New Time” Greater Synchronization Requirements Greater Diversity Faster decision making, learning and innovation More frequent environmental discontinuities Faster industry lifecycles Greater Time Pacing Requirements Faster newness and obsolescence of knowledge Greater Risk of competency traps Faster newness & obsolescence of organizations Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 16 Common Management Responses to Competitive Pressures • Running hard, but for all purposes standing still • Called the Red Queen phenomenon (Alice Through the Looking Glass, by Lewis Carroll) • In global competition, what matters is not the firm’s absolute rate of learning and innovation, but the relative pace of its development compared to its rivals. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 17 Toolkit Exercise What Change Challenges do You See? Pick an Organization What are the change challenges you see it facing? How well are they doing? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 18 Four Types of Organizational Change Incremental Anticipatory Reactive Strategic Tuning Re-orientation Adaptation Re-creation Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 19 Types of Organizational Change A N T I C I P A T O R Y R E A C T I V E Incremental/Continuous Discontinuous/Radical Tuning • Incremental and anticipatory • Need is for internal alignment • Focuses on individual components or sub-systems • Middle management role • Implementation is the major task Redirecting or Reorienting • Strategic proactive changes based on predicted major changes in the environment • Need is for positioning the whole organization to a new reality • Focuses on all organizational components • Senior management create sense of urgency and motivate the change Adapting • Incremental changes made in response to environmental changes • Need is for internal alignment • Focuses on individual components or sub-systems • Middle management role • Implementation is the major task Overhauling or Recreating • Response to a significant performance crisis • Need to reevaluate the whole organization, including its core values • Focuses on all org. components to achieve rapid, system-wide change • Senior management create vision and motivate optimism Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 20 Nature of the Impact of Change • Short-term impact/consequences • Direct and indirect effects • Moderating factors • Intermediate impact/consequences • Long-term impact/consequences THE LESSON: Planned changes don’t always produce the intended results Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 21 Common Causes of Difficulty with Organizational Change • Managers don’t do their analytic homework • Managers are action oriented and assume others will see the inherent wisdom in the proposed change • Managers under or overestimate their own power and influence (and that of others) • Managers see transition periods as a cost, not an investment • They underestimate the resources & commitment needed to integrate the human dimensions with other aspects of the change Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 22 Common Causes of Difficulty with Change (cont.) • Managers are unaware their actions (and those of other key managers) may be sending conflicting messages • Managers find human processes unsettling or threatening • Managers lack capacity (attitudes, skills, and abilities) to manage complex changes that involve people • Managers’ critical judgment is impaired due to overconfidence, under confidence, and/or group think • Unanticipated external factors can play a huge role Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 23 Four Organization Change Roles 1. Change Initiators • Identify need and vision • Act as a champion 2. Change Implementers • Chart the detailed path forward & make it happen • Nurture support and alleviate resistance 3. Change Facilitators • Aids in analysis and issue management along the way • Provides advice and council • Sometimes helps smooth the way through helping resolve issues, alleviate resistance and nurture support 4. Change Recipients • Those affected by the change who have little input to the process or content of the organizational change • Have to alter behaviors to ensure change success Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 24 Toolkit Exercise 1.3 Change Roles in Organizations Think of a time when you have been involved in change. What roles did you play? How comfortable were you with each of those roles? 1. Change Initiator 2. Change Implementer 3. Change Facilitator 4. Change Recipient How did each of these roles feel? What did you accomplish in each role? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 25 Characteristics and Skills of the Change Leader • Formal change leaders (or agents) spearhead the change, and may play any or all of the change roles. • Informal change leaders can emerge anytime throughout the change process • What are the key characteristics and skills of the change leader? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 26 What’s Required to be a Successful Change Leader? • Keen insight into the external environment and skilled anticipator of what is evolving • Rich understanding of organizational systems and processes, power structures and stakeholder networks • Excellent analytic, interpersonal and communication skills • Driving passion for action, yet patient and persistent • Well-developed sense of timing and tactics • Ability to assess and manage risk • An ability to focus on outcomes while also paying very close attention to process Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 27 What’s Required to be a Successful Change Leader? (cont.) • Tolerance for ambiguity and risk taking • Emotional maturity and courage • Self-confidence and optimism • Honest and trustworthy • Capacity to engage others and inspire confidence • Deep understanding of themselves and their impact • Curiosity and strong desire to learn Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 28 Change Leaders Embrace Change Paradoxes • Recognize that change leaders sometimes drive change from the front, while at other times they empower others and stay out of the way • Recognize resistance to change is both a problem and an opportunity • Focus on the outcomes of change, but are very careful about the management of the process • Recognize the tension between “getting on with it” and reassessing and changing direction • Capacity to balance patience and impatience • Recognize the absolute rate of learning is less important than the relative rate of learning in comparison to competitors Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 29 Critical Questions when Considering Change 1. What is the environment telling you prior to, at the beginning, during and following the implementation of the change? In particular: a. What is the broader environment telling you about future economic, social and technological conditions and trends? b. What are your customers or clients (both inside and outside the organization) telling you? c. What are your competitors doing and how are they responding to you? d. What are the partners within your network doing and how are they responding to you? e. What do the people who will potentially be the leaders, managers and recipients of change want and need? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 30 Critical Questions when Considering Change (cont.) 2. Why is change needed? Who sees this need? 3. What is your purpose and agenda? • How does that purpose project to a worthwhile vision that goes to the heart of the matter? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 31 Critical Questions when Considering Change (cont.) 4. How will you implement and manage the change? a.How will you resource the change initiative? b.How will you select and work with your change team? c. How will you work with the broader organization? d.How will you monitor progress so that you can steer, alter speed and course, if necessary? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 32 Critical Questions when Considering Change (con’t.) 5. How will you ensure that you act (and are seen to act) ethically and with integrity? What have I learned about change and how can I remember it for the future? How can I pass on what I learned? 6. Once the change is completed, what comes next? The completion of one change simply serves as the starting point for the next. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 33 Summary • Need for change often originates in the external environment. • Change upsets the internal equilibrium in an organization and thus may be resisted. • People can play many different change roles. • How they play these roles makes a significant difference! Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 34 Appendix 1: Roots of Organizational Development • Small group training: • Focused on creating change by improving self-awareness and the group’s dynamics • Survey research and feedback: • Intervened with sophisticated surveys and analysis to create the need for change • Action research: • Encouraged the use of action, based on research, in continuous cycles (in essence, learning by doing, followed by observation, doing and more learning) • Socio-technical systems: • Focused on the interaction between the sociological and technical subsystems of the organization and described change in more holistic terms Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 35 Organizational Development vs. Organizational Change Organizational Development Based primarily on psychology Underlying Theory & Individual/group functioning Analytical framework Facilitator or process consultant Role of Change Agent Change Management Includes principles and tools from sociology, information technology and strategic change theories Individual/group functioning AND systems, structures, work processes (congruence model) Content expert (organization design and human performance) AND process consultant Member of cross-functional team, which includes strategists and technologists Part of project organization, which includes client managers/employees Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 36 Organizational Development vs. Organizational Change Organizational Development Intervention Strategies Change Management Not directly linked to strategy Driven by strategy Focus on one component at a time Simultaneous focus on several components (strategy, human resources, organization design, technology) Normative-re-educative (change attitudes to change behavior) Action-oriented (change behavior before attitudes) Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 37 Positioning the Course Management Focused Change OD / HR Focused Change • Re-Structuring • Re-Engineering • Re-Design • Surveys • QWL Programs • Hi-Perf Systems • • • • • • • • Visioning Stakeholder Analysis Action Planning Process Skills Team Building Third Party Intervention This Course Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 38 Module 1: Changing Organizations in Our Complex World 1. Defining Organizational Change Organizational change management has been a topic of interest and study for more than 25 years. Now, with the unprecedented change experienced in the world, companies must become increasingly responsive and socially focused. This brings change management increasingly into focus for companies and individuals. There are many approaches to organizational change management. However, one of the predominant thoughts in early research that is still present in some theories is that individuals should just adapt to organizational changes. In our current work environment, this limiting management approach will no longer work to bring about the type of organizational change that we now require to not just survive but to innovate (Davis, 2017). Innovation applies to products and services and organizational structure, and each of these requires the ability to change. As a result, one critical component of organizational change is the restructuring and reengineering of operations. When an organization intends to change the basic manner of operations, there are many tools and strategies it should assess and manage. For example, the company could search for a merger or acquisition, revise the mission and vision statements, or reengineer its structure. Each of these actions impacts the basic operations of a business. Regardless of the type of process used to address deficiencies or opportunities in the organization, the resulting change should reorient an organization to better achieve its mission and support its vision. Watch this video to learn more about changing and innovation in management: https://youtu.be/_PC1qbAhKz0 Every organization must change and innovate to survive. Change is all about a transformation or modification. Resistance to change is one explanation for why implementing change is so difficult. This video discusses why people resist change for several reasons, and understanding the reasons is a good start toward knowing how to bring about needed change in organizations. As you travel through the modules of this course, you will learn about the primary reasons that prompt organizations to change, the tools and strategies they utilize to effectuate change, how the intended change can be realized, and how an organization can evaluate and modify change once it is implemented to meet the expectations of the organization and its stakeholders (Burke, 2018). 2. Organizational Change Roles Organizations change daily, and an idea for a new office arrangement or getting a new vendor are natural and gradual changes. On the other end of the spectrum, organizational change and change management address changes on a large scale that deal with the whole system. When a revolutionary system-wide change happens, individuals within the organization will accept or be assigned specific roles to support the change process (Burke, 2018). Watch this video to explore the causes and types of change: https://youtu.be/PmuNsYmEAoc The main causes of business change (internal and external) together with the three main types of change (incremental, step, and disruptive) are outlined in this revision video. Organizational change and change management involve various stakeholders who play different roles within an organization. Flip through these cards to learn more about the different roles that organizational stakeholders play in the process of change: What are the characteristics of a change recipient? A change recipient is a person who is most affected by the change. The goal of change management is the influence of a positive perception of the change for both stakeholders and the change recipient (Cawsey, Deszca, & Ingols, 2016). What are the characteristics of a change facilitator? Change facilitators understand the change processes and assist with working through change issues.This can be a formal or informal role where they use their interpersonal skills to work with teams or groups (Cawsey, Deszca, & Ingols, 2016). What are the characteristics of a change implementer? A change implementer is a person most responsible for the change and who manages and brings about the change. They are usually a manager-level employee who best understands how to implement the intended change throughout the environment. The manager will have considerable support from supervisors, lead workers, and other change agents (Cawsey, Deszca, & Ingols, 2016). What are the characteristics of a change initiator? A change initiator is a person who identified the need for the change. It is often the leader of the organization or a consultant who is hired to perform an analysis (Cawsey, Deszca, & Ingols, 2016). What are the characteristics of a change leader/change agent? This is the person engaged in the role of the change initiator, implementer, or facilitator. They provide leadership and direction for the change (Cawsey, Deszca, & Ingols, 2016). Whether a person is a change initiator, change implementer, change facilitator, or change recipient, self-awareness and the ability to work well with others are necessary skills. Unfortunately, when individuals become stressed by big organizational changes, which are inevitable, our best personal skills can be put to the challenge, leaving leadership and management tested by the demands (Burke, 2018; Cawsey, Deszca, & Ingols, 2016). 3. The Requirements for Becoming a Successful Change Leader In view of the changing nature of today’s globally competitive organizations, mastering change is imperative for modern companies. According to Kotter (2012), the organization and leaders of the future will be different. Leaders will need to know when to change, what to change, and how to change. They will also keep a sense of urgency at the forefront, with the continual participation of teams and a flattening of the organizational structure to support employees at all levels. Independent units, individuals, and thinkers support an adaptive culture. Kotter maintains that a leader must be a lifelong learner who can drive and support new organizational structures with adaptive approaches to leadership (Kotter, 2012). The structure, too, must support the change. Watch this video to explore the types of change: https://youtu.be/dx1XoQvQpKw This video discussed the types of change one might find in the workplace. After watching this video, consider the changes you have experienced throughout your career. Click through these tabs to learn more about the qualities and behaviors of change leaders: Change: • • Persist and drive change through their organization Recognize that getting out of the way might be the most helpful action to be taken Resistance: • • Overcome resistance to make progress Recognize that there are often good reasons for resistance Tension: • • Modify objectives and respond to the environment Focus on the overall long-term direction Patience: • • Be impatient in overcoming inertia and fear Energize, mobilize, reduce tension, and establish focus and direction • Provide time for people to learn, understand, and adjust to what is being proposed Learning: • Possess an awareness that in today’s global competition what matters is the rate of learning compared to the competition Successful change leaders balance keen insight with a driving passion for action and embrace the paradoxes of change. References Burke, W. W. (2018). Organization change: Theory and practice. Thousand Oaks, CA: Sage Publications. Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented toolkit (3rd ed.). Thousand Oaks, CA: Sage Publications. Davis, B. (2017). Mastering organizational change management. Plantation, FL: J. Ross Publishing. Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.
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