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Organizational Change Theories Closed Systems Structuralism Open Systems Contingency Theories Conflict Theories Critical Theories Resistance Theories Diffusion.

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Presentation on theme: "Organizational Change Theories Closed Systems Structuralism Open Systems Contingency Theories Conflict Theories Critical Theories Resistance Theories Diffusion."— Presentation transcript:

1 Organizational Change Theories Closed Systems Structuralism Open Systems Contingency Theories Conflict Theories Critical Theories Resistance Theories Diffusion Theories Connectivism Theories Chaos Theories

2 Machine Theory Frederick Taylor Principals of Scientific Management –scientific method to improve productivity, –optimizing tasks, –simplifying jobs, –Specializing –Time Studies – most efficient way to perform a job –initiatives and incentives increase productivity –Reorganized from the bottom up (task to manager)

3 Machine Theory Frederick Taylor Principals of Scientific Management –4 Principles 1.Replace rule of thumb work with task studies 2.Scientifically train & develop worker 3.Cooperate with workers to ensure efficiency 4.Divide work equally between managers & workers so managers could plan as workers worked

4 Machine Theory Frederick Taylor Principals of Scientific Management –Drawbacks –Increase in monotony of work –Missing from job – skill variety, task identity, task significance, autonomy, and feedback –Dehumanizing

5 Machine Theory Fayol – Administrative Theory Reorganized from the top-down –Formalized studies general guidelines for the worker –Hierarchical pyramid structure of control –Superiors and subordinateschain of command –Departmentalization groups related by process, purpose, or place Organization is a machine to produce a product as efficient as possible.

6 Machine Theory Max Weber (1900) Bureaucracy Theory –Ideal bureaucracy has hierarchy –Impersonal –Written rules of conduct –Promotion based on achievement –Division of labor for efficiency –Goal oriented –Draw back relied on benevolence of superiors

7 HR & Motivational Theories Elton Mayo Hawthorne Studies –Work is a group activity –Need for recognition, security and sense of belonging –Complaints revolve around sense of status –Group collaboration must be planned and developed to develop cohesion to resist disruptions Organization is a social group or work team

8 HR & Motivational Theories Abraham Maslow (1940s) 5 Needs –Physiological –Safety –Love –Esteem –Self-actualization or self-fulfillment The urge to create, produce, for job satisfaction Management should meet the upper needs

9 HR & Motivational Theories Douglas McGregor The Human Side of Enterprise (1960) 2 types of managerial assumptions (Theory X & Y) –Theory X Assumptions –Humans have a dislike for work – must be controlled or threatened to do work –Most people want direction, dislike responsibility, desires security above all else –Most people need to know what is expected of them and be held accountable.

10 HR & Motivational Theories Douglas McGregor The Human Side of Enterprise (1960) 2 types of managerial assumptions (Theory X & Y) –Theory Y Assumptions –Work is a natural state for humans –Man can direct his own steps if he is committed to the goals of the organizationif explained fully & grasps vision –If the job is satisfying, people will be committed –Most men seek responsibility –Creativity and ingenuity can be used by employees to solve problems –Most people have a lot more potential than they are given the opportunity to use.

11 HR & Motivational Theories Frederick Herzberg 2 Factor Hygiene & Motivation Theory –Hygiene Theory –Job environment, the company, policies, administration, kind of supervision, working conditions, interpersonal relations, salary, status, and security

12 HR & Motivational Theories Frederick Herzberg 2 Factor Hygiene & Motivation Theory –Motivation Theory –Job Opportunities – achievement, recognition, growth / advancement –Interest in the job Both approaches must be done simultaneously. Treat people as best you can AND Use them in jobs where they can achieve and grow

13 HR & Motivational Theories Lewins – Informal groups

14 Structuralism – Bridge between Open & Closed Systems ( s) Political struggle between rational and irrational

15 Structuralism – Bridge between Open & Closed Systems ( s) Chester Bernard (1938) The Functions of the Executive Recycled Spencers Organismic Perspective Organizations exist by cooperation, willingness of workers, contributions toward a common purpose Management creates the goals & Moral Imperative that binds workers to collective good

16 Structuralism – Bridge between Open & Closed Systems ( s) Philip Selznick & Institutionalism Resurrects Machine Theory with a twist Organization strikes bargains with its environment that change the present objectives Organization has such personality that reflects social needs and pressures (adaptation) from the environment Operative Goals – what it does Professed Goals – what it says it does (preparing students for the future)

17 Selznick (1996) Organizations seek legitimacy to justify what they do. –They tend to seek similarity for legitimacy Coercive Isomorphismforced to act a certain way by either another organization (TEA) or cultural expectations – my school had doors & windows Mimetic Isomorphismcopy each other when they are uncertain what to do Normative Isomorphismeveryone takes the same training and interact professionally

18 Structuralism – Bridge between Open & Closed Systems ( s) Ralph Stogdill (1948) -Tautological 124 Characteristics of Leaders 1.Capacity (intelligence, alertness) 2.Achievement (scholarship, knowledge) 3.Responsibility (dependable, initiative) 4.Participation (active, social, cooperative) 5.Status (socio-economic, position, popularity) 6.Situation (mental level, status, skills)

19 Structuralism – Bridge between Open & Closed Systems ( s) McCall & Lombardo (1983) Anti-Traits 1.Insensitive to others (abrasive, bully) 2.Cold, aloof, arrogant 3.Betrayal of trust 4.Overly ambitious: thinking of next job, 5.Specific performance problems 6.Over-managing – unable to delegate 7.Unable to think strategically 8.Unable to adapt 9.Over-dependent on a mentor

20 Katz & Kahn(1978) Organizations adaptive interaction with changing environment emphasized: goal is survival Organization is active system= –Input –Throughput –output Organization is a living organism Open-System Theory

21 Open Systems (1960s) Open systems are made up of subsystems that create homeostatsis for the organism. Mapping the environment requires sensing and assigning meaning to symbolic Information Imprints parts of the environment onto the organization. Symbolic Motivation & Communication Feedback allows system to change goals on the fly

22 Open Systems (1960s) Harold Leavitt (1964) 4 subsystems 1.Tasksprocesses performed in system 2.Structureorganization, governed 3.Technologytype of equipment, knowledge, methods 4.Humansskills, attitudes, roles, motivators

23 Open Systems (1960s) Daniel Katz & Robert Kahn(1966) 5 subsystems 1.Technologyproduction 2.Managerial 3.Supportive –interact with environment for influx of energy 4.Maintenanceforces of stability 5.Adaptiveforces devoted to change

24 Open Systems (1960s) John Seilers (1967) Forces in the environment Internal –Inputs –Outputs –Actual behaviors

25 Open Systems (1960s) Getzel-Guba Model morphed Environment –Communities Collectives Norms, Values Social System (school) –Groups Individual –Interdependencies personalities –Role expectation Needs Schools Response

26 Open Systems (1960s) Getzel-Guba Model morphed Carol Shakeshaft & Irene Nowell (1984) argued that GG Model did not describe the reality of the feminine experience – especially with role expectations keepers of the private realm

27 Open Systems (1960s) Getzel-Guba Model morphed Environment –Communities Collectives Norms, Values Social System (school) –Groups Individual –Interdependencies personalities –Role expectation Needs Schools Response

28 Open Systems (1960s) Process Theory interactive processes that underlie motivation Vrooms Expectancy Theory Valency=Effort + Expectancy +Choice

29 Flow of Information Machine Theory – bottom up Bureaucracy Theory – top down HR – horizontal and vertical inside organization Structuralism – depending on leadership traits Open systems – horizontal & vertical both inside and outside the organization, loop-backs J.G. Millers Information Overload

30 Flow of Information J.G. Millers Information Overload –Results in Omission Error Queuing Filtering Approximation Siemens Connectivists Theory of hyper processing & multitasking.

31 Contingency Theory Positivistic 1.Nomotheticlaw-like regularities 2.Methodologically positivistic – empirical research (measures variables & statistical analysis) 3.Structure measured by material factors rather than idealistic factors 4.Deterministic –required responses 5.Consciously scientific style

32 Contingency Theory ( s) Generalizable relationship between organizational and environmental contingencies, organizational structure, and leadership. Organizational contingencies include size, task structure, environmental factors – usually uncertainty The leaders job is to alter the organizational structure to keep the system in sync with environmental contingencies Lawrence & Lorsch (1967)

33 Contingency Theory ( s) Lawrence & Lorsch (1967) Differentiation of specialists –Predictable environments foster stable craftsmen –Generalists are required for unstable environments Space – depts in different locations Structure /Leadership Styles Size

34 Contingency Theory ( s) Structure /Leadership Styles

35 Conflict Theory

36 Critical Theory

37 Innovation, Diffusion, Change Theory Hargreaves & Fullen (1996) change is messy Everett Rogers: Process of distributing innovation through a social system – communication-based model Community of Teachers (not learners) seem to share superficial tricks or tips but not deep investigations into issues of teaching, learning and the profession.

38 Diffusion formal & Informal Communities Everett Rogers (1995) Diffusion of Innovations Example: Self-organizing virtual learning communities versus the processes in bounded learning communities 4-Elements Present 1.The new idea – innovation 2.Communication channels 3.Time 4.Social System engaged in joint problem solving activities to accomplish goals

39 Diffusion Theory - Rogers Innovations as perceived by individuals 1.Relative advantage – better than what we are doing? 2.Compatibility-consistent with existing values, needs 3.Complexitydifficult to understand or use? 4.Trialability –is it used on a limited basis 5.Observability – do we see results? 6.Support – time, energy, resources, political backing

40 Diffusion Process -- Rogers E.M. Rogers(1995) Diffusion of Innovations 5-Step Adoption Process 1.Awareness --knowledge 2.Interest--persuasion 3.Decisionengages in activity 4.Trial /Implementation 5.Confirmation -- Adoption

41 Diffusion Process Rate of Adoption 1.Perceived attributes of innovation 2.Type of innovation-decision 3.Communication channels 4.Nature of the social system 5.Extent of change agents promotion efforts

42 Tipping Point The concept of the tipping point is the build-up of small changes that effect a big change Stickiness Factor –staying power of an innovation –keeping ones attention Internets greatest economy is in fact, attention.

43 Fullen & Miles (1992) 7 reasons reform fails in Schools 1.Faulty Change Maps – to be unique is not a good reason for change 2.Complex Problems 3.Symbols over substance – adopt external innovations with only symbolic benefit – CC! Not enough grass-roots support 4.Impatient and Superficial Solutions 5.Misunderstanding Resistance –may be a learning curve issue 6.Attrition of Pockets of success 7.Misuse of Knowledge of Change Process

44 Fullen & Miles (1992) 7 reasons reform succeeds in Schools 1.Change is learning 2.Change is a journey not a blueprint – planning is continuous 3.Problems are our friendsassertive problem-solving must take place 4.Change is Resource Hungerytime & $$ 5.Change requires Power to manage 6.Change is Systemic – interrelational, structure, policy, culture 7.Implemented locallycannot happen from a distance

45 Fullen & Miles (1992) other reasons reform succeeds in Schools 1.Common language, 2.Conceptual pictureof change process and goals 3.Multiple stakeholders at different levels participate in reform process 4.Culture is a priority – relationships must improve to create conditions to share ideas 5.Sharing of successes and failures 6.Change is inevitable and we must learn to live with it.

46 Berkmans UOID Theory Influenced by Rogers Berkmans User-Oriented Instructional Designers theory 1.Identify the potential adopter 2.Measure the potential adopters perceptions 3.Design & develop a user-friendly product 4.Inform the potential adopter 5.Provide post adoption support (Burkman in Gagne, 1987, pp 440-1) – this was our model for the TARGET grant –Line Coachesrelationship between developer & adopter was critical

47 Rogers (1962, 1995) Adoption Categories explored –Innovators –Early adoptersvisionary users, project oriented, risk takers, self-sufficient, cross- curricular communication can integrate –Early majoritypragmatic users, process oriented, may require support, departmental –Late majority –Laggards

48 Concerns-based Adoption Model (CBAM)--Hall & Hord Hall & Hord (1987) macro level theory of diffusion Bottom-up, systemic change Framework includes stages of concern 7-Stages

49 7 Stages Hord 1.Awareness –TCEA, Research, Vendors 2.InformationalLike to know more 3.Personal –how will it affect them? 4.Managementprocesses & tasks (information & resources) 5.Consequence – impact students? 6.Collaborationteachers cooperate with others in implementing innovation 7.Refocusingthinking of additional alternatives that might work better ready to move on

50 Strategies Addressing Concerns 1.Clarify problem, arouse interest, let them generate possible solutions 2.Give clear info about change, show how change is similar or diff from current 3.Validate and legitimize concerns, reinforce, connect to supports 4.Break the change into manageable steps, how to, give practical solutions to logistical problems

51 Strategies Addressing Concerns 5. Arrange visits to places that use the change, provide positive feedback & dialog 6. Monitor --Provide encouragement, help refine ideas 7.Develop PR campaigns, broadcast or market innovation--conferences

52 J.M.Kellers Motivation Model for Instructional Design ARCS Model 1.ATTENTION – arouse & sustain learners curiosity 2.Relevance – Need to relate Instruction to Learners Needs 3.Confidence – Need to Match Learners Challenges to Learners Capabilities 4.SatisfactionNeed to provide learner with Extrinsic and Intrinsic Rewards

53 Resistance Theory Michael Fullens (2003) The moral imperative of school leadership change is messy –Rests on a change agent –Creating Knowledge with stakeholders builds Relationships which is critical –Integrating Technology –Moral purpose

54 Resistance Theory Michael Fullens (2003) The moral imperative of school leadership change is messy Six-point Strategic model of transforming leadership 1.Reshape Culture by building a community of professional learners – capacity building 2.Change the context, then you can change behavior – move from one grade or subject 3.Mutual Vision – high expectations 4.Disciplined Inquiry – data-driven decision making 5.Moral purposedesire to do the right thing & the wish to make a difference 6.Responsibility – teacher – leaders & collaborators

55 Kotters 8 Stage Change Process Establish a sense of urgency –Opportunities /crisis demand change NOW Create a Guiding Team gather change agents with credibility, skills, authority to assist in the change Develop a vision & Strategy –Clear uplifting statement of goal & plan Communicate the Change Vision –Clear, uplifting, repeated messages

56 Kotters 8 Stage Change Process Empower Organizational Members –Remove obstacles, change structures –Reward new ideas & risk-taking Generate Short-term Wins –Early success is critical –Celebrate & reward people Consolidate Gains & Continue Change –Dont let up! Anchor New Ways into the Culture –Make change stick

57 Lewins Change Model Unfreezing –Diagnose need for change, status quo no longer acceptable –Prepare people & plan change Moving –Implement changes –Overcome resistance Refreezing –Institutionalize new ways

58 Structural Adaptation to Regain Fit Donaldsons SARFIT Model ( ) 5 Stages 1.An organization is in fit 2.There is a contingency change 3.The organization is in misfit & performance suffers 4.The organization does structural adaptation 5.The organization achieves a new fit and performance recovers

59 Change Quotes A great many people think they are thinking when they are merely rearranging their prejudices – William James Life is change. Growth is optional. Choose wisely Karen Kaiser Clark I cant understand why people are frightened of new ideas. Im afraid of the old ones. John Cage All progress is precarious, and the solution of one problem brings us face to face with another problem Martin Luther King, Jr.

60 Change Quotes It isnt that they cant see the solution. It is that they cant see the problem. G.K. Chesterton I never give them hell. I just tell the truth and they think its hell. Harry S. Truman You must be the change you wish to see in the world. Gandhi Example is not the main thing in influencing others, its the only thing Albert Schweitzer

61 Change Quotes I not only use all the brains I have, but all I can borrow. Woodrow Wilson You cant jump a twenty-foot chasm in two ten-foot leaps American Proverb We have to get everybody in the organization involved. If we do that, the best ideas rise to the top. Jack Welch

62 Chaos Theory

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