QUESTIONS MGMT 625 SOLVED BY AYSHA SHOUKAT FINAL TERM PAPERS FEBRUARY 2011 to 2012

Attribut ! o" i#$r % #t&' $(&#) * 1. Consensus and collaboration style of leadership and management is required for incremental change instead of conflict and power oriented approach. 2. Similarly the use of expert authority and persuasiveness of data is considered more effective rather than of positional authority or emotionality of charismatic leadership. 3. Incrementalism is perhaps is the most suitable for the environment of stability and of continuity as this was illustrated during the 1!"#s and 1!$#s %. &or 'int(berg a renowned management strategist strategy emerges over time through a continuing process of organi(ational actions and learning as it see)s to cope with and adapt to its environment. *o him the complex and dynamic nature of the organi(ation+s environment often coupled with the diffusion in the organi(ation of its )nowledge base for strategy ma)ing precludes deliberate control, strategy ma)ing must above all ta)es the form of a process of learning over time in which at the limit formulation and implementation become indistinguishable. -is paradigm is of emergent strategy comes closer to incrementalist view of strategy implementation as it erodes the distinction between formulation and implementation .. Similarly for planning school incremental change is the method by which change can be implemented best by top management while for learning school it is the method organi(ation learns from its interaction with environment /. 0nsoff another famous strategist says in his boo) the new corporate strategy 1&irms and other organi(ations which are not sub2ected to strategic shoc)s do nevertheless go through discontinuous strategic changes. *his occurs through step3by3step accumulation of incremental changes which over a long period of time add up to transformation of culture power structure and competence.4 *herefore the effective and planned change management means minimi(ing political and cultural resistance in an organi(ation through incremental change. *herefore what is obvious is that incremental change can also be transformational in nature over a period of time. Incremental change reduces the resistance within the organi(ation change for strategic changes is considered the reason and effectiveness of incremental strategy.

+(&t i%,&$t Tr&#!&$tio#&' L &- r! (&. o# t( t $(#o'o)i$&' $(&#) ,ro$ !! i# t( or)&#i/&tio#0

*ransactional leadership is composed of three sub3factors. *he first two 5contingent rewards and management by exception active6 are active forms of leadership. *he last is a passive reactive form of leadership. 0gain how leaders enact these components and what followers can perceive the leader doing depends on leader3follower distance and other contextual constraints. &or instance at a distance 5e.g. political3level leadership where followers lac) information on the leader6 followers evaluate leaders on broad obligations that were communicated to the collective. *hat is the 1deal4 that is made was not with specific individuals but with the collective in general

1o2 $&# 3ou -i!ti#)ui!( b t2 # i#&,,ro,ri&t i##o.&tio# &#- ,i!o-i$ i##o.&tio#0 I#&,,ro,ri&t i##o.&tio# 7ecogni(ing the need to change but responding in ways that have poor strategic fit with the business or divert from more important ends. -ere firms may ta)e changes but they cannot support them 8 for example the failure of 9'I :ody scanner is attributed at least in part to a lac) of suitable experience or competence in manufacturing and mar)eting of complex high tech products. 0nother common problem is adoption of innovation as a result of following fashion rather than for clear strategic purposes.

; E,i!o-i$ i##o.&tio# 7ecogni(ing the need but on occasional basis so that intensive innovation effort is followed by a period of inactivity. -ere problem is one of maintaining continuity and ensuring a steady stream of innovation rather than pursuing a bloc)buster approach Prob' %! o" & '&r) (i r&r$(i$&' ' . ' or)&#i/&tio# there are three problems associated with large hierarchical levels< 1. It is an expensive option 2. It complicates the communication process 3. &inally it complicates the planning and control systems

Tur" ,rot $tio# 8 *urf protection means favoritism or protection of individuals or a group or groups who have some vested interest with change process. &or instance the protection for those ones< 516 who are nonperformers or 526 may be for those who are loyalist toward change initiators. *he turf protection therefore leads an organi(ation towards failure in change implementation. In the context of developing countries for instance where we have seen a more personali(ed style of management the turf protection culture is more prominent and highly lucrative. . Sour$ ! o" SO4 2it( 5&%,' P6E %o- ' !u)) !t "our t3, ! o" or)&#i/&tio#&' $(&#) 1. &ine tunings 8 ongoing process of finding fit or matches between strategies structure people processes. 2. Incremental ad2ustment 5=uinn>s model6 3. 'odular transformation 8 ma2or re3alignment of one or more departments or divisions. %. Corporate transformation 8 radical shift in strategy and rev changes in whole organi(ation *he purpose of organi(ational change is to move from one state to the desired state in different ways 8 incremental and radical For$ 6"i '- A#&'3!i! o" & L&t( r 4o%,&#3 For$ "i '- A#&'3!i! ?e have earlier tal)ed about force field analysis. 0 force field provides an initial view of change problems that need to be tac)led by identifying forces for and against change. 'ore relevant questions in this context can be as)ed li)e the followings< ?hat aspects of the current culture might aid change in the desired direction and how might these be reinforced@ ?hat aspects of the current culture would bloc) such change and how can these be overcome@ ?hat needs to be introduced or developed to aid change@ Aohnson and Aohnson have identified a generic example of force field analysis as pushing forces and resisting forces< B Di"" r #$ b t2 # ! ' $tio# &#- &-&,t&tio# R '&tio#!(i, b t2 # A-&,t&tio# &#- S ' $tio# Cne such empirical study conducted by Carroll found the role of strategy in a way that the timing of executive succession was found to be and important factor in organi(ation survival. Similarly in biological sense adaptability is an individual behavioral phenomenon. Denning stressed the role of adaptation and according to him 1Crgani(ation will maneuver themselves in their environment so as to acquire optimum external control and will shift their disposition whenever environmental conditions dictate.4 *o him entrepreneur is a 1volitional

individual4 who enters an environment and ma)e strategic choices that ensure the best transactions with the environment. B 7I%,ort&#t &!, $t! o" i## r &#- out r $o#t 5t Dye and Dettigrew revealed important aspects of inner and outer context in another article titled 1Studying :oard Context Drocess and Eynamics< Some Challenges for the &uture4. &or them important aspects of the outer context include< the extent of regulation in the industry in which an organi(ation is located, its ownership structure and investor relationships with the board, the presence of other influential sta)eholders e.g. lobby groups outside the organi(ation, and the potential for mergers and acquisitions activity. ?hile the nature of the industry and business besides other important elements of the inner context include the< commercial requirement of the organi(ation to develop new core competencies or strategic direction, level of perceived trust in the board as viewed by insiders and outsiders, life cycle of the company and of the board and its cultureF stage of board development. *he inner context can further be classified into two variables< tangibles and intangibles. *he tangibles are structure and resources of organi(ation while organi(ation culture and organi(ation politics. Intangibles govern tangibles. In the words of technology it is the software 5organi(ation culture and politics6 which governs hardware 5structure G resources6 BMo% #tu% i# t r%! o" $(&#) Mo% #tu% 0 relevant definition of concern is momentum which means for long periods of relatively stable slow and predictable organi(ational interspersed with short and intense periods of massive changes in momentum within the organi(ation. *o 'iller and &reisen long periods of the maintenance of a given configuration punctuated by brief periods of multi faceted and concerted transition BD !$rib % r) #t &,,ro&$(

In response to this criticism of the planned approach to organi(ational change the emergent approach has gained ground. 7ather than seeing change to be top down driven the emergent approach tends to see change driven from the bottom up. *he approach suggests change to be so rapid that it is impossible for senior managers effectively to identify plan and implement the necessary organi(ational responses. *herefore the responsibility for organi(ational change has to become increasingly devolved. :y the emergent approach to change emphasi(es that change should not be perceived as a series of linear events within a given period of time but as a continuous open3ended process of adaptation to changing circumstances and conditions. *he emergent approach stresses the unpredictable nature of change and views it as a process that develops through the relationship of a multitude of variables within an organi(ation. 0part from only being a method of changing organi(ational practices and structures change is also perceived as a process of learning. BI!!u ! o" Or)&#i/&tio#&' E$o'o)i$&' Mo- ' Stru$tur&' I# rti& Selection of new or changed organi(ation forms occurs as a result of environmental constraints and inertia is referred as an explanation for the lac) of adaptive change. *herefore structural inertia limits the ability of organi(ation to change. -anna and &reeman identified a number of processes that generate inertial pressures both from internal structural arrangements and from environmental constraints. ?hat do you )now about prospector@
0nswe *he prospector enacts an environment that is more dynamic than other types of organi(ations. Hnli)e

the defender whose success comes primarily from efficiently serving a stable mar)et the prospector+s prime capability is that of finding and exploiting new product and mar)et opportunities.

&or Drospector maintaining a reputatio ?hat are emergent strategies@ T( N - to $(&#) . r3 t(i#) &t o#$ *he phenomenon that Ichange should be happened overnight+ is the most basic reason behind many change programs failures. *here are two schools of thought about change implementation patterns. Cne is the incremental or gradual school of thought and the other is radical school of thought. *he first school of thought believes that if change pattern should be incremental of gradual then it is more effective efficient and long lasting. 0s 'int(berg 51!$"6 argued that many strategic changes are &$tu&''3 % r) #t !tr&t )i !8 or t(o! t(&t .o'. i#$r % #t&''3 o. r 'o#) , rio- o" ti% 7 *he second school of thought believe that people already conceive gradual changes into their day3to3day businesses which is a continuous learning phenomena in organi(ations. So any gradual changes have very little impact on the overall results of the organi(ations. *he real change could only be achieved through large scale transformational or radical pattern which is based on shoc)3therapy or to compel people+s mobility from comfort (one to non comfort (one. *he Aapanese for instance normally believe on incrementalism while the 7ussian believe on radicalism in context of change management patterns. 1o2 $&# 3ou -i"" r #ti&t b t2 # $o#ti#uou! &#- i#$r % #t&' $(&#) ! &! !u)) !t - b3 Bur# ! 0 :urnes 52##%6 identifies continuous change as the ability to change continuously in a fundamental manner to )eep up with the fast3moving pace of change. :urnes 52##%6 refers to incremental change as when individual parts of an organi(ation deal increasingly and separately with one problem and one ob2ective at a time. 0dvocates of this view argue that change is best implemented through successive limited and negotiated shifts. *he difference between :urnes+ 52##%6 understanding of continuous and incremental change is that the former describes departmental operational ongoing changes while the latter is concerned with organi(ation3wide strategies and the ability to constantly adapt these to the demands of both the external and internal environment +(&t -o 3ou 9#o2 &bout t( $&t )ori ! o" r $ruit% #t ,o'i$i !0 R $ruit% #t 7ecruitment is the next phenomena which can cause a change in organi(ational strategy. In recruitment two sorts of policies normally practiced in organi(ations< ; whether to hire from within ; or hire from without 5from mar)et or industry6 -ire from within is a policy best fit when the nature of the organi(ation is quite conservative or cultural sensitivities are involved in organi(ational functioning. *hese things ma)e an organi(ational structure stagnant in terms of learning mechanistic and more bureaucratic. Cn the other hand hiring from mar)et policy opens hori(on of creativity new values and styles and of course new conventions. *herefore we see that structure3 strategy compatibility depends on choices which possess both the advantages and the disadvantages. Aut(orit3 r !,o#!ibi'it3 %i!%&t$( i! $o#!i- r - &! o# o" bi)) !t (i#-r&#$ i# t( 2&3 o" %&#&) ri&' !u$$ !!7 Do 3ou &)r or #ot0 I''u!tr&t 3our &#!2 r i# "our to "i. 'i# !7 5c: R !,o#!ibi'it3 2it(out &ut(orit3 0lthough research still does not address all )ey the )ey managerial activities such as structuring the organi(ation or clarifying of authority3responsibility relationships because of person3to3person variability and that require a comprehensive loo) at what successful and effective managers really do. :ut in general the authority responsibility mismatch has considered one of biggest hindrance in managerial success. It has normally considered more as structural phenomena rather than individualistic. &or instance in most of the cases

managers are assumed to be responsible instead of appropriately authoritative. Cne reason for that is the geographical dispersion between authority structure and responsibility structure. So the point is that there must be equilibrium between manager+s functional authority and perceived responsibility. Some recent research studies have focused this phenomenon under the domain of total managerial 2ob. T( Tr&#!&$tio#&' F&$tor! Or)&#i/&tio#&' 4'i%&t &#- Or)&#i/&tio#&' 4u'tur < *his model also distinguishes between organisational climate and organisational culture. Crganisational climate is defined as people+s perception and attitude that strongly affected by organi(ational conditions 5e.g. systems structure manager behaviour etc6. *he resultant psychological state could be good or bad friendly or unfriendly hard3wor)ing or easy going. *hese perceptions are relatively easier to change because they are built on employees reaction to current organisational and managerial practices *he concept of culture drawn from anthropology by authors is meant to describe the relatively enduring set of values and norms that underlie a social system. *hese underlying values and norms may not be entirely available to one>s consciousness. *hey are thought to describe a Jmeaning systemJ that allows members of that social system to attribute meanings and values to the variety of external and internal events that are experienced. Changing culture is much more difficult than changing climate. Qu !tio# No* ;< = M&r9!* < : Di!$u!! !o% .&ri&b' ! 2(i$( &r $ru$i&' i# !u$$ !!"u' $(&#) i%,' % #t&tio# &t %&#&) % #t ori #t&tio# ' . '7 A#!2 r* M&#&) % #t Ori #t&tio# a6 0t management orientation level we also have some variables which are crucial in success in change implementation. &or the orientation of such variables let us first focus on the following statement< 1o2 $&# & - " #- r !o'. &-%i#i!tr&ti. ,rob' %!0 *he defender+s 0dministrative problem is 1-ow to achieve strict control of the organi(ation in order to ensure efficiency. So this is resolved through structural3process mechanism described as mechanistic bearing the following features< i6 *op management group heavily dominated by production and cost3control specialist ii6 Kittle or no scanning of the environment for new avenues. iii6 &unctional structure characteri(ed by division of labour centrali(ed control communications through hierarchical channels P o,' 2(o i#.o'. - i# $(&#) ,ro$ !! &r %or !&ti!"i$i#) &#- $o%,'&$ #t t(&# "ro% t(o! 2(o &$tu&''3 &r #ot i#.o'. -7 Do 3ou &)r or #ot0 Gi. r &!o#!7&#!2 r7 4o%,'&$ #$3 > !&ti!"i$i#) b (&.iour It is generally observed that the people who involved in change process are more satisficing and complacent than from those who actually are not involved. *herefore complacent people are those who retained their energies at certain level which may be appropriately below from maximi(ing level. In general the behaviour of employees are satisficing rather than toward maximi(ing. Cne thing that produces such scenario is organi(ation structure and design. If an organi(ation structure is decentrali(ed and behaviour of employees is complacence towards ob2ective setting and achieving than it goes for maximi(ing behaviour. Cn the other hand organi(ations that are based on centrali(ed structure then normal behaviour of employees are not complacent and based on Iwait3and3see+ strategy. *herefore this is satisficing behaviour instead of maximi(ing because of the least involvement of employees. Complacency concept actually studied under the domain of 'anagement by Cb2ective 5':C6 in both 'anagement and Change 'anagement disciplines. It is normally used as a tool for avoiding resistance and conflicts. +(3 -o r&-i$&' $(&#) ! $o#!i- r %or "" $ti. "or or)&#i/&tio#&' tr&#!"or%&tio#0&#!2 r7,&) 71117 *he foremost questions are how do we define and identify radical changes@ ?hat are radical or transformational changes@ ?hy it is considered more effective for organi(ational transformation@ Changes associated with

strategy or strategic changes are considered revolutionary changes. &or e.g. restructuring privatisation of a state owned unit merger ta)e3over acquisition or 2oint3venture amongst two organi(ations. Similarly changes pertaining to product development or mar)et development and the strategies how to engage customers through differentiation technology or cost leadership. Such decisions of organi(ations li)e exit or entry decision vi(. product mar)et 7G E etc. Cther types of radical changes could be of down3si(ing cost3cutting but these are related to structural changes as well. Di!$u!! or)&#i/&tio#&' $o#tro' !3!t %!0 Stru$tur &#- 4o#tro' S3!t %! Changing aspects of structure and control of organi(ation are considered important aspects of strategic change. :ut most of the time top managers may change strategy but behaviour and assumptions remain the same with the result that change programme tends to be ineffective. ?hat is more important is that whether the proposed strategic change brings in conformity of thin)ing values and system or promotes and incorporates criticality@ Lenerally when we tal) of system we mean to stress uniformity conformity and stability but systemic thin)ing also tend to incorporate different views of reality and critical thin)ing. :ecause system itself is composed of various subsystems having different demands and functions. *herefore it is important for change agents and change leaders while designing structure and control system that it should not 2ust be considered for manufacturing consent instead should be directed to promote )nowledge and values appropriate for strategic change. +(3 i! it i%,ort&#t "or %&#&) r! to ' &r# %u'ti6-i!$i,'i#&r3 !9i''!0 So for managers the imperative is to wor) in teams and learn multi3disciplinary s)ills in order to become not only a functional specialist but also a generalist 5cross3functionalist6 as well. -ence general management s)ills are required more in organisation from this perspective. 1o2 $&# %i!-ir $t - r 2&r- &#- .&'u&tio# &"" $t !u$$ !!"u' 5 $utio# o" !tr&t )i$ $(&#) 0 Mi!-ir $t - r 2&r- &#- .&'u&tio# In organi(ations the actions of change in strategies particularly at operational level depend on lin)age between performance and reward systems. Cne thing which happened in most cases is that the organi(ations do not have suitable criteria for performance evaluation. It means the organi(ations do not have a suitable portfolio of attributes at different hierarchical levels which could measure the performances. In this scenario organi(ations may face inequity and in2ustice which lead them into anarchy and conflict. -owever we see various efforts that have been made to lin) reward with performance and to induce managers to ma)e decisions that are in the long3 term interest of the enterprise. 0t &ord Company for example more emphasis is given to stoc) grants that reward the achievement of .3year ob2ectives. *hese criteria include not only return on equity but also measures such as customer satisfaction 4riti$&''3 -i!$u! (o2 T( or3 ? i! %or "" $ti. "or or)&#i/&tio#! t(&# "ro% T( or3 @ &#- Y i# $o#t 5t o" ,o'i$3 %&9i#)8 i%,' % #t&tio# &#- or)&#i/&tio#&' &$tio#! 0 0nother perspective is 'CHME model of change management which emphasi(es greater role for the middle level manager as change agent. *herefore recall your memories for N theory of management which says policy ma)ing implementation and organi(ational actions will be most effective at middle levels of management instead of top down 5 theory O6 or bottom up 5theory P6. *his essentially is )nown as 1ringsei4 in Aapanese language which means consensus oriented decision ma)ing. *he logic is that is the middle level managers and their networ) who have greater levels of collegiality communicability and placed strategically between senior executives and lower level wor)ers and supervisors to bridge the gap and hence ma)e organi(ation effective in see)ing its goals and ob2ectives effectively. T $(#o'o)3 ,'&3! & .it&' ro' i# !u$$ !!"u' i%,' % #t&tio# o" !tr&t )i$ or)&#i/&tio#&' )o&'!7 Di!$u!! t( i%,&$t o" t $(#o'o)i$&' &-.&#$ % #t! o# or)&#i/&tio# &#- it! %,'o3 ! 2it( r !, $t to !tr&t )i$ or)&#i/&tio#&' $(&#) 0 A#!2 r*
?ithin the context of design we have to see people+s behaviour towards technology because in today+s world technology plays a decisive role in the design of 2ob. *herefore it is important to see how people use technology and willing to learn newer production technologies is crucial in the 2ob design 8 because

readiness for change depends on this5or readiness of change6. 9xtents of technology promotion itself depend on how people are socially lin)ed to each other and to the technical system of an organi(ation. Cf particular interest is how the )nowledge of wor) procedures 5software6 are synchroni(ed with the mode of production 5e.g. small batch process6 the physical layout of the facilities 5e.g. line activities

versus station layout6 and means of transformation 5e.g. speciali(ed versus multipurpose6 4(&#) i#-u$ - t(rou)( !tro#) $o r$i. ,r !!ur ! or !ti"" $o#tro' ,ro$ !! ! 2i'' ' &- o#'3 to !u, r"i$i&' $o#"or%it3 7 4o%% #t o# t(i! !t&t % #t7 A#!2 r*
Change induced through strong coercive pressures or stiff control processes will lead only to superficial conformity. *his will not be a durable and sustainable solution because as the pressure goes away 5or become routini(ed6 the relaxed organi(ation will change to form an organi(ation with

values held within +(&t i! &# A#&'3/ r 0 A#&'3/ r *he research shows that the defender and prospector seem to reside at the opposite ends of continuum of ad2ustment strategies. :etween these two extreme we have analy(er and it is a unique combination of the two types. 0 true 0naly(er is an organi(ation that attempts to minimi(e ris) while maximi(ing the opportunity for profit. It combines the strengths of both the prospector and defender into a single system. *he best word to describe 0naly(er+s adaptive approach is 1balance4. *he entrepreneurial problem is how to locate and exploit new products and mar)et opportunities while simultaneously maintaining a firm base of traditional products and customers. *he obvious solution is to operate in hybrid domain 8 that is both stable and changing. *he analy(er move towards new mar)ets or products only after their viability has been demonstrated. *his may be accomplished though imitation of the prospector once success is demonstrated by the prominent prospector. 0t the same time ma2ority of the analy(er+s revenue is generated by a fairly set of traditional products or mar)ets a defenders+ attribute. *he operational efficiency of defender is to pursue and effectiveness of prospector in loo)ing for new mar)ets and products. *herefore analy(er can grow through both mar)et penetration and mar)et development strategies. . 0dministrative problem is how to differentiate the organi(ation structure and processes to accommodate both stable and dynamic areas of operation. *herefore analy(er solves this problem through some version of matrix organi(ation. *he head of )ey functional units most notably engineering and production unite with product managers 5usually housed in mar)eting department6 to form a balanced dominant coalition. *he product managers+ influence is usually greater than the functional manager since his tas) is to identify promising product3 mar)et innovations and to supervise their movement through applied engineering and into production in a smooth and timely manner. Di!ti#)ui!( b t2 # i#$r % #t&' &#- -i!$o#ti#uou! i##o.&tio#!7 0ccording to this author the differences between incremental and discontinuous innovations are in the following respects< ; :oth the positive andFor negative impact of discontinuous innovation is greater. ; Lenerally discontinuous innovation requires destruction of mind3sets and other assets. ; Eiscontinuous innovation requires entering into a psychological space with un)nowns and uncertainties ; *he ris) element is high ; *here are li)e to be many trials and tribulations ; Eistinctive s)ills are needed E5,'&i# t( t r% !ti$9i#) to o# ! 9#itti#) 7 $: Sti$9i#) to o# A! 9#itti#) 8 to original area of organi(ation instead of being led by different attractive alternatives. Stic)ing to one+s )nitting means living around the core of the business which definitely is the area of being or mission statement. *his balance is lost when organi(ations attain some successes and see various attractive alternatives. 0t this point there could li)ely be a chance of deviation form its core. &or instance decision of organi(ation to opt for the strategy of diversification either for related or unrelated one. *he author

here gives preference for the related diversification over the un3related diversification. :ut this is not a universal phenomenon. In developed countries we have seen often the best examples of firms following unrelated diversification. ?hile in developing world the scenario of un3related diversification is more visible in the forms of conglomerates 5diversified industrial groups6 rather then the related diversification. Di!$u!! t( !itu&tio#! i# 2(i$( ,&rti$i,&ti. $(&#) &,,ro&$( i! %or "" $ti. 0 P&rti$i,&ti. &,,ro&$( !* Darticipative approach is the most famous approach in today+s business environment. It is comparable to the organi(ation development 5CE6 model that focuses on the planned and controlled change of organi(ations in the desired directions. *he fundamental assumption behind CE structure and participative change implementation approach is the same and that is I0ttitudinal Change+. 0nd both are using the same techniques for attitudinal change li)e< 1. Sensitivity training 2. *eams building 3. Darticipation %. Aob3redesign Darticipation is also a means of recognition. It satisfies the need for affiliation and acceptance of the people which is the third need in 'aslow+s hierarchy. In general people are not motivated by being consulted but by being 1in to the act.4 -ence the )ey mechanism of attitudinal change in this method is the generation of the support among the wor)force which leads to empowerment of people by being them in the act. 0s a consequence the right )ind of participation yields both motivation and )nowledge valuable for successful change implementation and enterprise success. 37 +(3 P&rti$i,&ti. &,,ro&$( i! $o#!i- r - &! & % &# o" R $o)#itio#0 A#!2 r*,&) 105 participative approach argue that this is focus on consultation or consensus oriented techniques that change values attitudes s)ills and untimely cause a change in behaviour which is a permanent phenomenon. Di!$u!! t( or)&#i/&tio#&' &#- %&#&) ri&' % &#! u! - b3 t( - " #- r to !o'. &-&,ti. ,rob' %!0 D " #- r! *he defender deliberately enacts in an environment for which a stable form of organi(ation is appropriate. Stability is achieved by the defender+s definition of and solution to its entrepreneurial problem. *he defenders define it as 1 how to seal off a portion of the total mar)et in order to create a stable domain and they do so by producing only a limited set of products directed at a narrow segment of the total potential mar)et. ?ith in this domain defender strives aggressively to prevent competitors entering its turf but also ignores developments and trends outside of their domains. Cver a time he is successful in carving out its own niche which is difficult for competitors to penetrate. *he defender+s 0dministrative problem is 1-ow to achieve strict control of the organi(ation in order to ensure efficiency. So this is resolved through structural3process mechanism described as mechanistic bearing the following features< i6 *op management group heavily dominated by production and cost3control specialist ii6 Kittle or no scanning of the environment for new avenues. iii6 &unctional structure characteri(ed by division of labour centrali(ed control communications through hierarchical channels T( - )r to 2(i$( %&#&) % #t ! t! )o&'! &#- !tr&t )i ! to $(&#) t( or)&#i/&tio# i! $o#ti#) #t u,o# t( !u$$ !! o" or)&#i/&tio# ! (i!tori$&' )o&' ! tti#) ,ro$ !! i# i%,' % #ti#) $(&#) !7 Di!$u!! 2(&t "&$tor! i#"'u #$ )o&' ! tti#) ,ro$ !! i# &# or)&#i/&tio#7 A#!2 r* 169nvironmental 27 Structural <7 'anagement Crientation

Assumptions of grainer model The model explains why and how organizations are unable to grow, and in a way suggest how organisations ought to grow? The model is based on certain assumptions about the organization which are as under: First assumption is organisations are rigid, bureaucratic, control-centric, and centralised entities. Second, organisations fail to see that the future success of an organisation lie within their own organisation, and also fail to assess their e ol ing states of de elopment. Therefore inability of a management to understand its organisation de elopment problems can result in organisation becoming frozen in its present stage of e olution !failure to e ol e" regardless of mar#et opportunities. Role of middle management and change process Problems of a large hierarchical level organization $hen an organization go for a large in size or for empire building, it often no longer be able ser es his target customer or sta#eholders but in trying to ser e itself. %ore broadly, there are three problems associated with large hierarchical le els: &. 't is an expensi e option. (. 't complicates the communication process. ). Finally, it complicates the planning and control systems . Differentiate convergent period from reorientation The model was de eloped by Tushman and *omanelli who argued that organization progresses through con ergent periods punctuated by reorientations which demar# and set bearings for the next con ergent period. +on ergent periods are relati ely long spans of incremental change and adaptation, whereas reorientations are relati ely short periods of radical , discontinuous change. +hange is theorized on fi e domains of organization acti ity: +ulture Strategy Structure -ower structure and +ontrol system - together they all constitute to form strategic orientation Role of dialectical cycle Turf protection Turf protection means fa ouritism or protection of indi iduals or a group or groups who ha e some ested interest with change process. For instance, the protection for those ones: !&" who are nonperformers or !(" may be for those who are loyalist toward change initiators. The turf protection, therefore, leads an organization towards failure in change implementation. 'n the context of de eloping countries, for instance, where we ha e seen a more personalized style of management, the turf protection culture is more prominent and highly lucrati e. Sources of S.+ with example How Winter relate Q to evolutionary theory of change! $inter, a scholar, whose wor# on this sub/ect is 0uite #nown, lin#s 1%% from e olutionary economic characterisation of a firm to e olutionary economic theory. There are three aspects of organization changes: &. +orporate #nowledge resides in the organisational capabilities embedded in organizational routines. These routines do not arise from isolated managerial decisions but from a process of organisational learning. These routines ha e a large tacit component of learning. (. There is no sharp distinction between the firm2s technical and organisation component. Systematic routines may result in creating opportunities for impro ement.

). The capabilities of a firm are not from uni ersal technical hand boo# but are idiosyncratic !indi iduality or personality" outcome of uni0ue firm histories !e ol ing". Discuss organization control system! .rganization +ontrol includes any process designed to assure that organization plans are carried out the way they were designed. a. Traditionally, control processes were primarily 0uantitati e in nature. i.e.3 budgets, standard cost systems, mar#et 0uotas. b. Thus, the duty for establishment and analysis of control system results de eloped primarily as an accounting function. c. 4uring the past decade, control systems ha e mo ed from strictly 0uantitati e in nature to both 0uantitati e and 0ualitati e in nature. i.e.3 From performance bonuses based on bottom-line net income to efforts that generate increased satisfaction of customers with the 0uality of products or ser ices . "nvironment creep and organizational creep! "nvironmental #reep$ The en ironment itself may be changing incrementally and in ways become imperceptible to managers. Therefore the degree of change o er time may be large and re0uire ma/or re-ad/ustment. %rganizational #reep$ The organization itself may mo e out of strategic alignment with an en ironment which remainrelati ely stable. Pettigrew and whipp&s what organizational factor affect process of change! Pettigrew ' Whipp&s Typology 'n his article, 5+ontext and action in the organizational transformation6, -ettigrew ga e the partial re iew on the literature for leadership, and then tried to de elop the lin#age between leadership and organizational transformation. 7ccording to -ettigrew and $hipp the essential dimensions of strategic change are context, content and process of change. 8et us deal with them in details one by one: &. +ontext on 9-axis !$hy of change" (. +ontent on : - axis !$hat of change"
). -rocess on ;-axis !<ow of change"

Alle( miller&s metaphor statement! 7s 7lex %iller said metaphorically: 5.rganization is li#e a wo en fabric or sweater , if you pull one string or single thread, you run the danger of unra eling the whole.6 The change management in organization is a difficult process. 't is because strategists normally consider a single ariable instead of the holistic iew of the organization. For instance, what should be the ramifications for other departments or for the culture of the organization when an organization goes for introducing the new technology? So, these #ind of issues or lin#ages must properly be addressed or analyzed when an organization go for a change because .rganization is /ust li#e a wo en fabric. )asic assumptions of )ur*e +itwin model! Theories and models are always based on some set of assumptions. This model too has some basic assumptions which are as under: &. 7n 'ndi idual or group performance is prone to regression unless some measures are ta#en to institutionalise the impro ed performance le el (. There is a tension in person whene er a psychological need or intent exists, and the tension is released when the need or intention is fulfilled.

). This tension may be positi e or negati e, and under conflict situation this is identified as 5force field6. <ence the term is #nown as force field analysis so as to e aluate the tension between positi e or facilitating forces and negati e or constraining forces the gi en change plan. ,- +ist down the features of incremental model! .mar*s
Features of incremental model

=nidirectional +ontinuous +onstant learning *ele ant at all or multiple le els of organizations +on erging Short term based /- )riefly discuss the importance of shared values in organizational change! .mar*s The alues shared by members of the organization that ma#e it different from other organizations. %anaging alues and cultural artifacts are critical to successfully leading organizational change. This operates at intangible le el and has significant impact on the wor#ing en ironment of an organization. .- What does mean by deep structures in organization in conte(t of incrementalisam! *e olutionary change theorist iew that organization ha ing deep structures or coherent +onfiguration of strategy, systems, structure, controls and ideologies which are highly stable in nature limit the range of options a ailable to manager contemplating change. deep structures initiate inertia and power commitments of the organization members to existing conditions preclude departure from change. 0- How do transformational leaders influence the technological change process in an organization! 1 ar*s The most fre0uent and common trigger for organizational transformation is technology. This transformation occurs on account of re olutionizing production process, informational and communication technologies or other processes such as demand management , order fulfillment. 't is the technological inno ation perceptibly lead to increased efficiency in alue chain acti ities, especially in primary and support acti ities of the alue chain. 1- Why the participative approach is comparable to the %D model and which techni2ues are used to implement change! 1 ar*s -articipati e approach is comparable to the organization de elopment!.4" model that focuses on the planned and controlled change of organizations in the desired directions. The techni0ues which are used to implement change are as follow3 Sensiti ity training Teams building -articipation >ob -redesign 3- 4n what ways organizational change is considered as problematic 4ay to day practices are conducti e for ma#ing organization2s mission and ision effecti e for organization change and producti ity. Therefore routines, procedures, rules, principles and S.-s, and how people do wor# pro ide a connect to organizations long term efficacy and health. There will be system disconnect if practices are not related with mission of organization. .r in other words people are unable to gi e meanings to rules and regulations of organizations and larger goals of the organizations. 'f this is the case then people turn out to be least moti ated to do their /obs. Some other personal sorts of reason that can cause an organizational disconnect. .ne is people are least moti ated to their /obs. Second, there might not be a practical lin#age between organization performance and reward.

The failure to do so can lead to either o er organization or under organization, these are the ways which is problematic for good management. 5-Differentiate between 6unctional 7trategy and Process 7trategy8 . 6unctional strategy Functional strategies support the business strategy. Functional strategies in the areas of mar#eting, finance, operations, human resource management, * and 4, information, and logistics should be aligned with the business strategy. Process strategy -rocess strategies normally cut across functions and are aimed at integrating organizational processes across the organization in order to ma#e them more effecti e and more eff icient. Strategy formulation in ol es the consideration of strengths, wea#nesses, threats and opportunities. 98 What do you *now about )ur*e +itwin odel of %rganizational #hange! ?ur#e 8itwin model is based on organizational performance and change by exploring the interplay between organizational functioning and organizational change. +hange is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. transformational change occurs as a response to the external en ironment and directly affects organizational mission and strategy, the organization2s leadership, aid culture, in turn3 the transactional factors are affected by structure, systems, management practices and climate. These transformational and transactional factors together affect moti ation, which, in turn, affects performance. :8 Why Participative approach is considered as a mean of Recognition! -articipation is a mean of recognition. 't satisfies the need for affiliation and acceptance of the people which is the third need in %aslow2s hierarchy. 'n general, people are not moti ated by being consulted but by being @in to the act2. ,,8 How can you distinguish between inappropriate innovation and episodic innovation! 4nappropriate innovation *ecognizing the need to change but responding in ways that ha e poor strategic fit with the business or di ert from more important ends. <ere firms may ta#e changes but they cannot support them-for example the failure of A%' body scanner is attributed at least in part to a lac# of suitable experience or competence in manufacturing and mar#eting of complex high tech products. 7nother common problem is adoption of inno ation as a result of following fashion rather than for clear strategic purposes. "pisodic innovation *ecognizing the need but on occasional basis so that intensi e inno ation effort is followed by a period of inacti ity. <ere the problem is one of maintaining continuity and ensuring a steady stream of inno ation rather than pursuing a bloc#buster approach. ,/8 Discuss the situation in which ;nilateral change approach is more effective! =nilateral approach or traditional way of management is based on actions rather than on attitudes. 'f actions goes right then automatically the attitudes and beha iors goes right. it is, sometimes, also called the classical school of bureaucratic approach. =nilateral approach is measured through outward actions and focuses on process design or redesign, /ob redesign, restructuring particularly the restructuring of authority, communication, and wor# rules. 7nd it is a typical top-down phenomenon. 7s for legal compliance, technology is another mean for achie ing the unilateral ar*s

approach because it is considered uni ersal. For instance, managers ha e a tendency to rely on technology in order to enhance producti ity and efficiency in the organization.

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