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Change Management

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Change Management ­MGMT625
VU
LESSON #12
LIMITATION OF DIALECTICS; DA AND DI
Despite tremendous benefits, there is one such risk organization may run into for employing the
above technique or process. For instance the process may damage group members' feelings,
feelings of rejection, depression, jealousy and anger, and might even corrode morale and working
relationship. Therefore the dilemma for management is to choose among (trade-off) quality
decision and group harmony. In real life such type of trade off often exists. Hence, in overall
analysis the dialectical design in organisation is introduced to have better planning. The exercise
leads to formulation of plan (thesis) ­ counter plan (anti-thesis) constructed on the same databank
will lead to synthesis, that is the exposing hidden assumptions and new conceptualisation of
planning problem which the organisation faces. Further there are following objections by way
which the process can prove to be counter productive:
1. Dialectic inquiry does not identify the moving forces and causes behind the dialectical
process and its realisation in strategic policy planning.
2. Source of thesis (plan) and anti-thesis (counter plan) is not clear
3. It is not clear what governs the synthesis process and what determines the interpretation of
various assumptions and strategies. As happens in real life organization meetings are by its
very nature supposed to be dialectic. Like wise the danger is that the process may be
politicised. This may lead to manufacturing of consent or opposition may manifest for the
sake of mere opposition in a narrowed and rigid perspective.
4. It is self-purposeful, partial and incomplete: only deals with the decision-making process
for strategic planning ­ and neither with antecedents (past history) of planning nor with
planning outcome
Therefore in order to overcome weakness of the process we ought to know the pre-requisites the
dialectical process.
Conditions for exercising dialectics
All theories and models have advantages and disadvantages and the applicability of theory is
permitted under certain conditions. Therefore certain conditions ought to exist before going for
such kind of activity, and these are:
1. Management is unaware of assumptions or in doubt or in disagreement) to choose
appropriate assumption and plan.
2. Multiple and alternative interpretations on the same data bank
3. In case of uncertainty (constantly changing world) management tend to rely on
synthesised set of assumptions or on synthesised view of reality
4. The cost of developing plan, counter-plan or management's involvement in the
development of synthesised world view is less than the cost of advisors' (error in
assumption)
Overview of application of dialectics
Primarily this can be utilised as a decision making and environmental assessment technique for
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Change Management ­MGMT625
VU
generating alternative and scenarios. For e.g. A decision maker who is provided with conflicting
policy recommendations may be involved in a dialectical process.
It is used for the production of systematic knowledge for organization, and as such can have utility
for the following business and corporate functionalities:
·
Inquiry system­dialectical conflict lead dialectical inquiry
·
Business gaming and simulation
·
Dialect Problem-solving technology (DPST)
·
Nominal Group Training
·
Delphi Method & control groups
·
Quality circle
·
Cross-cultural training
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Table of Contents:
  1. COURSE ORIENTATION:Course objectives, Reading material, Scope of the subject
  2. BENEFITS AND SIGNIFICANCE OF CHANGE MANAGEMENT:Traditional management domain
  3. KURT LEWIN MODEL: ASSUMPTIONS AND IMPLICATIONS:Change Movement, Refreeze
  4. IMPLICATIONS OF KURT LEWIN MODEL:Sequence of event also matters, A Critical Look
  5. SOME BASIC CONCEPTS AND DEFINITIONS:Strategic change, Logical incrementalism
  6. TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP:Micro-changes, Organisation Development
  7. THEORIES OF CHANGE IN ORGANISATIONS
  8. LIFE CYCLE THEORY:Unit of Change, Mode of change, Organisation death
  9. TELEOLOGICAL THEORIES OF CHANGE:Unit of change, Mode of Change, Limitations
  10. DIALECTICAL THEORIES OF CHANGE:Unit of Change, Strategic planning
  11. A DIALECTICAL APPROACH TO ORGANISATIONAL STRATEGY AND PLANNING:
  12. LIMITATION OF DIALECTICS; DA AND DI:Overview of application of dialectics
  13. THEORIES OF CHANGE IN ORGANISATIONS
  14. APPLICATION OF EVOLUTIONARY THEORY:Managerial focus
  15. FURTHER APPLICATION OF EVOLUTIONARY THEORIES:Criticism
  16. GREINER’S MODEL OF ORGANISATIONAL– EVOLUTION AND REVOLUTION
  17. GROWTH RATE OF THE INDUSTRY:CREATIVITY, DIRECTION, DELEGATION
  18. COORDINATION:COLLABORATION, The Crisis
  19. ORGANISATION ECOLOGY:Structural Inertia, Internal Structural Arrangements, External Factors
  20. CLASSIFICATION OF ORGANIZATIONAL SPECIES:Extent of Environmental Selection, Determinants of Vital Rates,
  21. FOOTNOTES TO ORGANISATIONAL CHANGE:Stable Processes of Change, Rule Following, Conflict
  22. SOME COMPLEXITIES OF CHANGE:Superstitious Learning, Solution Driven Problems
  23. ORGANIZATIONAL ADAPTATION:The Entrepreneurial problem, The Administrative Problem
  24. PROSPECTORS:Analyzer, Reactors, Adaptation and Strategic Management
  25. SKELETAL MODEL OF ADAPTATION:Determinants of Adaptive ability, The Process of Adaptation
  26. STRATEGIC CHANGE:Nature of Change, The Importance of Context, Force field Analysis
  27. Management Styles and Roles:Change Agent Roles, Levers for managing strategic Change
  28. SYMBOLIC PROCESSES:Political Processes, COMMUNICATING CHANGE, Change Tactics
  29. STRATEGIC CHANGE:Pettigrew & Whipp’s Typology, Context on X-axis (Why of change)
  30. STRATEGIC CHANGE:Attributes of SOC Model, Implications for Management
  31. STRATEGIC CHANGE:Flow of Information, Recruitment, SOC Process
  32. Determinants of a Successful Change Management:Environmental, Management Orientation, Management Orientation
  33. Higgins 08 S Model – An Adaptation from Waterman’s Seven S model:Strategy, Systems and Processes, Resources
  34. IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
  35. IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
  36. WHY IMPLEMENTING STRATEGIC CHANGE IS SO DIFFICULT?:Change Typology, Technical Change
  37. IMPLEMENTATION APPROACHES:Attributes of incremental change,
  38. IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
  39. IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Definition of Leadership, Follower Work Facilitation
  40. IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Recognize the challenge
  41. IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
  42. IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL:Features of Radical Change, Theory of P-E model
  43. CHANGE IMPLEMENTATION: OD MODELS:The Transactional Factors
  44. CULTURE, VALUES AND ORGANIZATIONAL CHANGE:Significance and Role of Values, Values Compete
  45. ORGANIZATIONAL VALUES, CULTURE AND ORGANIZATIONAL CHANGE:Issues in Change Management