You are on page 1of 3

TLI 254

Misty Tarrh
September 2, 2016
Intro to Chapter Questions, Ch. 2
End of Chapter Exercises
1.) Identify different images of managing and change outcomes
The book identifies two different images of management-management as control and
management as shaping. Management as control is seen as more of a “top-down,
hierarchical view of managing” (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 24).Boston: McGraw Hill Higher Education), and
goes along with Fayol’s theory of management, which involves activities such as
“planning, organizing, commanding, coordinating, and controlling” (Managing
organizational change: A multiple perspectives approach (2nd ed.) (p. 24).Boston:
McGraw Hill Higher Education). As stated at the beginning of the chapter, organizations
can be seen differently. Some as machines, others as political arenas or mini societies. In
this image of managing, organizations are seen as machines because they are being run
by those at the top. They are being driven in “specific directions, people are told what
their roles will be” (Managing organizational change: A multiple perspectives approach
(2nd ed.) (p. 24).Boston: McGraw Hill Higher Education), etc. The second image of
management is management as shaping, and as it implies, is one that sees “managing as
being about shaping an organization and what happens in it” (Managing organizational
change: A multiple perspectives approach (2nd ed.) (p. 25).Boston: McGraw Hill Higher
Education). This style is focused more on the employees and what they can do within the
organization.
The book also identifies three different images relating to change outcomes. This first one
is intended change outcomes, where “change is treated as the realization of prior intent
through the action of change managers” (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 24).Boston: McGraw Hill Higher Education)
Managing organizational change: A multiple perspectives approach (2nd ed.) (p.
24).Boston: McGraw Hill Higher Education). In this style, change is intentional. The
second one is partially intended change outcomes. As the book states, “power, processes,
interests, and the different skill levels of managers affect their ability to produce
intentional change outcomes” (Managing organizational change: A multiple perspectives
approach (2nd ed.) (p. 2).Boston: McGraw Hill Higher Education). While the
organization might start out with a certain mindset of what the change will look like, it
may not turn out that way. The third image is unintended change outcomes, which states
the obvious. There are a “variety of forces that either lead to change outcomes that are not
indented by managers (they are forced on to them) or inhibit the ability of managers to
implement the changes that they desire” (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 26).Boston: McGraw Hill Higher Education).

2. As the book states.) (p. in my current position. and nurturer. would be coach 2.) (p. TLI 254 Misty Tarrh September 2. “like a sports coach.) (p. but I am being taught other skills to help out in the event that there’s a sickness. Limitations may be that while you are good at one particular skill.) What are the strengths and limitations of the images that you have identified as most relevant to you? I think the strengths for this image is you learn different “skills” that help you in your organization. or someone moves onto another position.) Outline 6 different images of managing change The 6 different images of managing change are director.Boston: McGraw Hill Higher Education). navigator.Boston: McGraw Hill Higher Education). I have one specific job title and one role that I focus on. 3. I think I am most comfortable with this approach because I learned a set of “values. and “drills” that are deemed to be the best ones that the organizational members. skills. coach. 30). 31). in terms of my approach to managing change. you may learn multiple positions to help your team in a time of need.) Why is this the case? I feel I am most comfortable with this image because of my sports background. it will be able to succeed” ” (Managing organizational change: A multiple perspectives approach (2nd ed.) What skills are associated with each image in order to use it well? Director-Need to be able to maintain control. 26). as players. and playing sports since I was a kid. 2 1. interpreter. 2016 End of Chapter Exercises.Boston: McGraw Hill Higher Education). in a competitive situation. For instance. for example). you may not be so great at helping the team or organization out in other ways. Just like in some sports (softball.) To what extent are you comfortable with one or another of the 6 images described in this chapter in terms of your own approach to managing change-or your anticipated approach to managing change? I think the image I am most comfortable with. and each of these is “dependent on the images held of managing and of whether intentional change outcomes can be achieved” (Managing organizational change: A multiple perspectives approach (2nd ed. caretaker. . Ch. the change manager shapes the organization’s or the team’s capabilities to ensure that. Organization. will be able to draw on adeptly in order to achieve desired organizational outcomes” ” (Managing organizational change: A multiple perspectives approach (2nd ed. 4.

Boston: McGraw Hill Higher Education). or really even listened to. Interpreters help organizational members “make sense of various organizational events and actions” (Managing organizational change: A multiple perspectives approach (2nd ed. encourager.Navigator-Needs to know their team well. As vice presidents left and new ones came on board.Boston: McGraw Hill Higher Education). “Functional managers may appoint people to the cross-functional teams who they know will keep the interests of their department uppermost and block any decisions that might decrease organizational” (Managing organizational change: A multiple perspectives approach (2nd ed.) (p. felt were detrimental to the organization. Coach-Encourager. Nurturer-facilitator.) (p.) Have you ever been in an organization that was dominated by particular images or approaches to change? 5 or 6 years ago I worked at what was once a local community bank. there were a number of nurturers and coaches. hard working employees left the organization. including myself. 2728). The new vice presidents that came on board held more of the director image and made huge changes that some. Balance. Caretaker-Maintain relationships with those inside and outside the organization. 6. and many were let go. look for skills that others might not see in themselves Interpreter-teacher. changes started taking place. commercial bank. Input about changes were no longer allowed. A lot of good. 31). Before. adaptability. . Changes were made ‘because that’s the way it was done at ABC bank and that’s the way we’re going to do it here’. and shortly thereafter they were bought out by a larger. Interpreters need to be organized and at the forefront of any changes that are taking place within an organization so they can pass this information along.