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Problematising Write-Up

My organization has a classical, hierarchical “top-down”-structure which is rather inflexible to adopt and act/react to environmental changes and influences. My Idea was to change my current organization form into a flexible network organization. In this new organization each country manager should have a maximum freedom in terms of decisions to fulfil the local market requirements.

Problematising Write up – learnings from the Critical Literature Review and Learning Set
During this module I had the chance to learn more about change and crisis management. Consequently, I got new tools to scrutinize my planned change critically and important questions came up: What is the best approach for my change project? I learned from my critical literature review, that for my planned change a prescriptive model would be rather the right solution than a complexity approach. This is so because an approach based on complexity or chaos theory is from my view to less predictable (Palmer and Dunford, 2008, p.24). Thus, in my opinion the eight step model according to Kotter (2012) would be very suitable. Is my change too radical? That is a question which is very difficult to answer yet. I must conduct more research in regard to this question. But according to Lewin (1951, cited in Weick and Quinn 1999, p. 363) who argued that “you cannot understand a system until you try to change it” relativized this question perhaps a little bit. Can my change lead into a crisis? Is my organization prepared to deal with a crisis? What could be the potential reasons for resistance against my change? According to Oreg and Sverdlik (2011) a change leads to ambivalence which means positive and negative emotions. Further, negati...

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...dispositional resistance to change and the orientation toward the change agent.’ Journal of Applied Psychology, 96(2), pp. 337-349.
Palmer, I. & Dunford, R. (2008) ‘Organizational change and the importance of embedded assumptions‘, British Journal of Management, 19 (S1), pp.S20–S32
Prud'homme, R. (1995) ‘THE DANGERS OF DECENTRALIZATION’, World Bank Research Observer 10(2), pp. 201-220.
Smith, M. M., & Pretorius, P. P. (2003). ‘Application of the TOC thinking processes to challenging assumptions of profit and cost centre performance measurement.’ International Journal of Production Research, 41(4), pp. 819-828.
Tsoukas, H. & Chia, R. (2002) ‘On organizational becoming: rethinking organizational change’, Organization Science, 13 (5), pp.567–582.
Weick, K.E., & Quinn, R.E. (1999); ‘Organizational change and development’, Annual Review of Psychology, 50 (1), pp.361–386.

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