Change Leadership

BSB20302-7-CL

Diagnosis for Change

Modeling Organisations

Diagnostic models that can be applied to the

functioning of organisations.
Seek focus attention on one or more of the
determinants of organisational performance.

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The Six-Box Organisational Model

Proposed by Marvin Weisbord
Based on 6 variables:
- Purpose: What business are we in?
- Structure: How do we divide up the work?
- Rewards: Do all tasks have incentives?
- Helpful mechanisms: Have we adequate
coordinating technologies?
- Relationships: How do we manage conflict among
people? With technologies?
- Leadership: Does someone keep the boxes in
balance?
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The 7-S Framework

Developed by the McKinsey & Company
Organisational effectiveness comes from
the interaction of multiple factors
Successful change requires attention to
the interconnectedness of the variables

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The 7-S Framework

They characterize the factors into 7
categories:
(1) Structure
(2) Strategy
(3) Systems
(4) Style
(5) Staff
(6) Skills
(7) Superordinate goals
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The Star Model

Developed by Jay Galbraith
An organisation is at its most effective when the 5
major components of organisation design are in
alignment.
The 5 components are:
- Strategy
- Structure
- Processes and Lateral Capability
- Reward Systems
- People Practices
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The Four-Frame Model

Managers benefit from being able to analyse
organisations from the perspective of four different
frames each of which provides a different angle
on how organisations operate.
The four frames are:
- Structural frame
- Human resource frame
- Political frame
- Symbolic frame

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Structural Frame
Presents organisations as akin to
machines that are designed to efficiently
turn inputs to outputs.
The focus is on getting the correct formal
design as one would find on an
organisation chart and rules and
procedures manuals.

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Human Resource Frame

Directs attention to the relationship
between the organisation and the people
that comprise it.
It is based on the proposition that a good
fit between the needs of the organisation
and what people want out of work benefits
both parties, and the reverse (where fit is
lacking, both suffer).
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Political Frame
See organisations as sites where
participants interact in pursuit of a range of
objectives, some in common, some that
differ; some that complement, some that
conflict.
One of the most important aspects of the
political frame is that it does not present
political as necessarily equating to bad

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Political Frame
Even where superordinate goals, such as
the organisations mission, are shared, the
means whereby that mission is to be
operationalised may be fiercely contested
between individuals.

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Symbolic Frame
The essence of an organisation may lie
not in its formal structure and processes
but in its culture the realm of symbols,
beliefs, values, rituals, and meanings

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The Congruence Model

David Nadler & Michael Tushman have developed an
open systems model of organisations based on the
proposition that the effectiveness of an organisation
is determined by the consistency (congruence)
between the various elements that comprise the
organisation.
This model sees organisations as comprising 4
components:
(a) task
(b) individuals
(c) formal organisational arrangements
(d) informal organisation
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The Congruence Model

Transformation Process

Informal
Organization
Context

Environment
Resources
History

Output

Strategy

Formal
organization
Arrangements

Task

Strategy

Individual

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Feedback

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Organization
Group
Individual

The Congruence Model

The model is based on the conceptualisation
of the organisation as a transformation
process.

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Component Analysis
The PESTEL Framework
- Political
- Economic
- Social
- Technological
- Environmental
- Legal
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Component Analysis
Scenario Analysis
- A scenario is a description of some future
state based on a set of assumptions about
what is likely to happen in regard to a
number of key factors believed to be key
drivers of that future state.

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Component Analysis
Gap Analysis
- A very basic tool for reviewing an
organisations position.
- Based on 3 questions:
(a) Where are we now?
(b) Where do we want to get to?
(c) How can we get there?

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