Therefore, a manager comforts and supports an organization by reinforcing a positive attitude, supportive to others, and providing hope. From this change process, Palmer, Dunford and Akins discuss in Managing Organization Change the six different images of managing change.
All weekly course material is proposed and subject to change. Describe two types of summarization resources that might be applicable to you in that role and explain how each might be used.
Outline current arguments concerning the relationship of vision to organizational change. Read and respond to weekly case study questions with a clear, well-formulated thesis and idea development.
Explore the concepts behind the six images of managing change. Be alert to resistance from within the ranks of management.
Prepare an organizational development and change management plan, along with a PowerPoint presentation, that incorporates all major themes from this course. Identify the change management, contingency, and processual approaches to managing change. Application Analysis Provide a history of information from your organization or case study that supports the change management initiative.
Understand why change is both a creative and a rational process. Why the University of Saint Mary? When my company was going through financial woes due to the U. You will act as a manager of change and prepare an organizational development and change management plan.
Articulate arguments about why not all organizations are affected equally by such pressures. It is these events and actions that, in and of themselves, constitute a changed organization.
The primary focus is organizational development, the management discipline aimed at improving organizational effectiveness. Understand that successful communication for announcing organizational change varies.
Be sure to support your postings and responses with specific references to the Learning Resources. For this Discussion, consider your current role in criminal justice or a criminal justice role in which you might be interested.
Appreciate how approaches to vision and change differ. Gain awareness of the interaction between forces for stability and forces for change. In the navigator image, control is still seen as at the heart of management action, although a variety of factors external to managers mean that while they may achieve some intended change outcomes, others will occur over which they have little control.
Identify the attributes and effectiveness of developing a meaningful vision. Appreciate current debates on various approaches to change. Understand the role of diagnostic models and instruments. However, they may nurture their organizations, facilitating organizational qualities that enable positive self-organizing to occur.
Select two types of summarization resources e. Consulting these summarization resources may enable you to gain knowledge about a particular topic in short order. Change management initiative is a logical method of an organization transformation process—based on qualitative and quantitative information—from key stakeholders perspective.
Understand the coach, interpreter, director, and navigator images of managing change. It is therefore up to the change manager to direct the organization in particular ways in order to produce the required change.
Change manager as navigator is when external forces set the narrative for change and the manager has to maneuver through obstacles and improvise when necessary to achieve positive outcomes.
The director image is based on an image of management as control and of change outcomes as being achievable. Articulate strengths and weaknesses to various approaches to manage change. Briefly explain the importance of the Images concepts and application to the change management initiative.
Thus, the ability to summarize is so important. Define communication strategies appropriate to different images of managing change.MGMT Ch.
2. STUDY. PLAY. Change Agent - Traditionally, was an external expert management consultant who was paid to work out what was going wrong in an organization and to implement change to put things right.
Director, Navigator, Caretaker, Coach, Interpreter, Nurturer. Two Broad Images of the Task of Managing. Ch 2 images of managing change 22, views. Share; Like Participative style of management-Interpreter Improving the capabilities of people-Caretaker-Nurturer within the organizationThree CoreUses of theImages -Director -Coach-Navigator Forces beyond the control of the-Interpreter-Caretaker change manager-NurturerThree CoreUses of.
Include an examination of the two types of change agents as well as and a manager's role in combating resistance and championing change. APA guidelines. six images of managing change: director, navigator, caretaker, coach, interpreter, and nurturer.
Building the capabilities of an organization to give its members the ability to deal with change; coach, interpreter and nurturer images of change managers.
Images of Pressures of Change: Director Change is a result of strategic pressures and controllable by mangers' ability to direct the organization's response.
Director, Navigator, Caretaker, Coach, Interpreter, and Nurturer are six contrasting images of managing change.
Each of these six images relies on whether deliberate outcomes of change can be achieved and this depends. OTD1 Ch2 study guide by charlotte_paulides includes 29 questions covering vocabulary, terms and more.
Quizlet flashcards, activities and games help you improve your grades. - director - navigator - caretaker - coach - interpreter - nurturer. director change manager. nurturer change manager. results are nurtured, but outcome will.Download