Fluent Essays

I  have been attached the slides to know the context and the Discussion Rubric to meet expectations. Regulations:  · The writer is encouraged to use his own words.   · The writer must apply APA style guidelines.   · Support your submission with  at least four scholarly, peer-reviewed journal articles.  · Write 2 pages in length, excluding the title page, abstract, conclusion and required reference page, which are never a part of the minimum content requirements.  MGT-521: Managing Dynamic Environment – Module 01/Discussion 01 Many factors, internal and external to organizations, impact the need for change. Since 2020, when the COVID-19 pandemic was first recognized on a large scale, many organizations have undergone major changes, thereby impacting employees, departments, organizations, and society as a whole. Select an organization in the Kingdom of Saudi Arabia, of your choice, and explain how COVID-19 has impacted that organization. Then, explain how COVID-19, which is an external factor, has not only impacted your organization but has also impacted Saudi Vision 2030. Thank you for your support SEU Discussion Board Rubric Meets Expectation Approaches Expectation Below Expectation Limited Evidence No Evidence Content, Research, and Analysis 2 Points 1.5 Points 1 Point .5 Points 0 Points Content Meets Expectation - Demonstrates excellent knowledge of concepts, skills, and theories relevant to topic. Approaches Expectation - Demonstrates fair knowledge of concepts, skills, and theories. Below Expectation - Demonstrates significantly flawed knowledge of concepts, skills, and theories. Limited Evidence - Demonstrates poor or absent knowledge of concepts, skills, and theories. No Evidence - Did not participate. 2 Points 1.5 Points 1 Point .5 Points 0 Points Support Meets Expectation - Statements are well supported; posts extend discussion. Approaches Expectation - Statements are partially supported; posts may extend discussion. Below Expectation - Support is deficient; posts do not extend discussion. Limited Evidence - Statements are not supported No Evidence - Did not participate. 2 Points 1.5 Points 1 Point .5 Points 0 Points Writing Quality Meets Expectation - Writing is well organized, clear, concise, and focused; no errors. Approaches Expectation - Some significant but not major errors or omissions in writing organization, focus, and clarity. Below Expectation - Numerous significant errors or omissions in writing organization, focus, and clarity. Limited Evidence - Numerous errors or omissions—at least some major— in writing organization, focus, and clarity. No Evidence - Did not participate. 2 Points 1.5 Points 1 Point .5 Points 0 Points Timeliness Meets Expectation - Initial post made before deadline. Approaches Expectation - Initial post made 1 day late. Below Expectation - Initial post 2 days late. Limited Evidence - Initial post 3 days late. No Evidence - Did not participate. 2 Points 1.5 Points 1 Point .5 Points 0 Points Quantity Meets Expectation - Initial post and two other posts of substance. Approaches Expectation - Initial post and one other post of substance. Below Expectation - Initial post only. Limited Evidence - One post of substance to colleagues. No Evidence - Did not participate. Points Possible: 10 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. 2 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? 3 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. 4 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 5 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 6 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. 7 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 8 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 ……… Implications? Legal Factors …………… Implications? 9 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 10 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 11 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 12 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 12 The Causal Model Driving Change 13 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Macro Changes and Impacts in the Environment New Organizational Forms & Competitive Dynamics Management Challenges in “A New Time” Macro Changes and Impact Digitization Integration of States and Opening of Markets Faster Information Transfer Lower-cost information storage and transmission Geographic dispersion of the value chain Globalization of Markets New Org Dynamics 14 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 14 New Organizational Forms and Competitive Dynamics 15 Rise of global SME’s Rise of global constellations Rise of large, focused global firms More intense “Red Queen” More intense competitive rivalry Spread of digitally enabled structures Spread of autonomous, dislocated teams Management Challenges Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Management Challenges in “A New Time” 16 Faster decision making, learning and innovation Greater Time Pacing Requirements Greater Synchronization Requirements Greater Diversity Faster newness and obsolescence of knowledge More frequent environmental discontinuities Faster industry lifecycles 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. 17 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 17 Toolkit Exercise What Change Challenges do You See? 18 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 19 Tuning Re-orientation Adaptation Re-creation Incremental Strategic Anticipatory Reactive Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Types of Organizational Change 20 Incremental/Continuous Discontinuous/Radical A N T I C I P A T O R Y 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 R E A C T I V E 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 21 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 22 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 23 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 23 Four Organization Change Roles Change Initiators Identify need and vision Act as a champion Change Implementers Chart the detailed path forward & make it happen Nurture support and alleviate resistance 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 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 24 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Toolkit Exercise 1.3 Change Roles in Organizations 25 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? Change Initiator Change Implementer Change Facilitator 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? 26 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 27 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 28 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 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 29 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Critical Questions when Considering Change What is the environment telling you prior to, at the beginning, during and following the implementation of the change? In particular: What is the broader environment telling you about future economic, social and technological conditions and trends? What are your customers or clients (both inside and outside the organization) telling you? What are your competitors doing and how are they responding to you? What are the partners within your network doing and how are they responding to you? What do the people who will potentially be the leaders, managers and recipients of change want and need? 30 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Critical Questions when Considering Change (cont.) Why is change needed? Who sees this need? What is your purpose and agenda? How does that purpose project to a worthwhile vision that goes to the heart of the matter? 31 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Critical Questions when Considering Change (cont.) How will you implement and manage the change? How will you resource the change initiative? How will you select and work with your change team? How will you work with the broader organization? How will you monitor progress so that you can steer, alter speed and course, if necessary? 32 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Critical Questions when Considering Change (con’t.) 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? Once the change is completed, what comes next? The completion of one change simply serves as the starting point for the next. 33 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! 34 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 35 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. 35 Organizational Development vs. Organizational Change 36 Organizational Development Change Management Underlying Theory & Analytical framework Based primarily on psychology Individual/group functioning Includes principles and tools from sociology, information technology and strategic change theories Individual/group functioning AND systems, structures, work processes (congruence model) Role of Change Agent Facilitator or process consultant 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. Organizational Development vs. Organizational Change 37 Organizational Development Change Management Intervention Strategies Not directly linked to strategy Focus on one component at a time Normative-re-educative (change attitudes to change behavior) Driven by strategy Simultaneous focus on several components (strategy, human resources, organization design, technology) Action-oriented (change behavior before attitudes) Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Publishing. Positioning the Course 38 Management Focused Change OD / HR Focused Change Strategy- Org Change Re-Structuring Re-Engineering Re-Design Surveys QWL Programs Hi-Perf Systems Skills-Org Change 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