Scribd
Upload
89 views29 pages

Module 2:models of Organizational Change

The document discusses three models of organizational change: 1) The six-box organizational model analyzes six areas of an organization's performance including purpose, structure, leadership, motivation, relationships, and tasks. 2) Lewin's three-step change model involves "unfreezing" old behaviors, "changing" through learning new behaviors, and "refreezing" the new behaviors into the organization's norms. 3) The McKinsey 7S framework assesses seven internal aspects of an organization - strategy, structure, systems, shared values, style, staff, and skills - that must align for organizational success. The framework can be used to plan and monitor organizational changes.

Uploaded by

Badiger Diwakar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
89 views29 pages

Module 2:models of Organizational Change

The document discusses three models of organizational change: 1) The six-box organizational model analyzes six areas of an organization's performance including purpose, structure, leadership, motivation, relationships, and tasks. 2) Lewin's three-step change model involves "unfreezing" old behaviors, "changing" through learning new behaviors, and "refreezing" the new behaviors into the organization's norms. 3) The McKinsey 7S framework assesses seven internal aspects of an organization - strategy, structure, systems, shared values, style, staff, and skills - that must align for organizational success. The framework can be used to plan and monitor organizational changes.

Uploaded by

Badiger Diwakar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 29

Module 2 :Models of Organizational Change

Synopsis

 Introduction about Models of organizational change

 The six box Organizational model

 Lewin’s three step model change

 7 S Mckinsey Frame work


The six box Organizational model
The Six-Box Model is a framework developed by the
American analyst Marvin Weisbord  used to evaluate
the performance of organisations. 

The Weisbord Six-Box Model is mostly based on


techniques and assumptions in the field of
organisational development and is used by a wide
variety of organisations.
 The specialty of this model is that it helps the
companies to accurately assess the functionality of
their business operations and processes that drive the
factors of growth and success.
 One of the main advantages of using this specific
model is that it has the ability to adapt to the various
kinds of business domains and is not restricted to just
one industry.
Significance of ‘ The Six box organizational
model’.
 The Weisbord Six-Box Model does comprehensive performance analysis

by examining six research areas in the organisational structure.

 The Weisbord Six-Box Model enables them to evaluate the organisation’s

performance in a structured way by focusing on issues such as


scheduling, motivation and rewards, the role of support functions,
internal competition between organisational units, partnerships,
hierarchies, and the delegation of authority, organisational rewards and
performance evaluation. 
Purpose
Detailed Components of the Six Box Model by Marvin Weisbord

The very first and foremost box of the


Six Box Model by Weisbord is
quite general in nature but hold
quite a prominent position. It
helps you to carefully analyze and
understand that what business are
you in and what nature and type
of business you want to move
forward it on a long-term basis.
The structure of an organisation

is the bigger picture of power


2. Structure relationships and formal
relationships between functional
groups in an organisation.
Structure should give a clear idea

of the legal power, and it should


also provide an accurate and
fitting overview of how the goals
of the organisation need to be
achieved and who is responsible.
Leadership
The management of the
organization needs to have
strong leadership skills as it will
not only keep the staff motivated
but will help the organization
attain its aims and objectives in a
successful manner. Having a
strong leadership skills doesn’t
mean to rule the company with
the iron fist but the leader has to
be caring, understanding,
patient, and work as a part of the
team leading them and the
company towards the path of
success.
 The fourth box of the model is the fact that

many people feel motivated and function at their

best of the capabilities when they are rewarded for

the efficiency of their work. Earning the salary is the

natural reward in any organization but the

management of the company needs to go an extra

mile by rewarding the employees by going beyond

the salaries to get the best and effective efforts out of

them.
It is very important to create a culture within the entire

organization where each and every member right from


the top management to the executives and assistants are
rewarded for their good work to feel motivated and the
sense of ownership towards the organization.
This aspect of the model focuses on if the various

mechanisms of the organization help in accomplishing

the objectives or works as an obstacle in the path of

their attainment.
RELATIONSHIP
The success and growth of the business are mainly dependent on

the factor of relationships


This aspect of the model makes the management understand what

kind of relations exists between the various individuals of the


company, between the departments, and more importantly between
the individuals and nature of their work. It also focuses on the facets
of conflicts if any, the kind of interdependencies, and the nature
and quality of relations.
Lewin's three step change model
 Kurt Lewin he is referred as guru of

organization change theory ,developed a

three stage model of planned change which

explained how to initiate , manage, and

stabilize the change process .The method

describes basic three stages of change ie

“ Unfreezing, Changing & Re-freezing”.


Lewin’s three step model
Let us now consider the three stages of
change
Un freezing :

The focus of this stage is to create motivation to change. In so

doing, individual are encouraged to replace old behaviors

and attitude with those desired by management.


Changing : change involves learning, this stage entails

providing employees with new information, new


behavioral models, or new ways of looking at things.
The purpose is to help employees to learn new
concepts or points of view. Role models, mentors,
experts benchmarking the company against world
class organizations, and training are useful
mechanisms to facilitate change.
 Re freezing :Change is stabilized during refreezing by

helping employees integrate the changed behavior or

attitude into normal way of doing things.

This is accomplished by first giving employees the chance

to exhibit the new behaviors or attitudes, once exhibited

positive reinforcement is used to reinforce the desired.


The McKinsey 7S Framework
Introduction:

 The McKinsey 7S framework was developed by in the 1980’s


by two McKinsey consultants, Tom Peters and Robert
waterman.

 The basic premise of this model is there are seven internal


aspects of an organization that need to be aligned if it is to be
successful.
The 7S model can be used in a wide variety of ways

 To help spot what you need to do to improve the

performance of the company

 Very useful when planning for change in an organization.

 Indentify what’s not working in your organization

 The framework as been widely used by academics and

practitioners and remains one of the most popular strategic


planning tools.
The framework is most often is used as a tool to assess and
monitor changes in the internal situation of an organization
In order to understand the 7S Framework better a brief
explanation is given below.
Hard elements

Strategy : By using mission and vision the organization’s

objectives become clear. You can find these elements in


the Strategic planning of an organization.
Structure :How is the organization structured and which

hierarchical layers are there.


Systems : Systems are all formal and informal methods of

operation, procedures and communication flows.


Soft elements

Style : Style is all about leadership and management styles.

Shared values :The standards and values and other forms of


ethics within an organization in which vision, corporate
culture and identity are the key elements.

Skills : These concern both the skills of the organization and


those of the employees.

Staff : This soft element is about the employees, their


competences and job descriptions.
Assignment time………!!!

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy