Managing Organizational Change and Innovation Essay examples

1383 Words Apr 13th, 2014 6 Pages
Chapter 17: Managing Organizational Change and Innovation This chapter discusses what needs to be considered when changing an organization. Some of these changes would be the input and the technological aspect of the business. I retained the most information from this chapter in the section of change agents. There are three agents of change; external, internal and external-internal change agents. External agents of change are temporary. They are used in situations where an organization needs help individual and group behavior. External agents are usually professors or private consultants. Internal agents of change are already apart of the business. They already know how to change an organization. In most cases they are managers who have …show more content…
This article states that using both is more effective than just using one or the other. This is because they work as a team. The external leader helps with the change in performance and internal helps maintain that change.
We will consider the issue of the effectiveness of change agents by briefly describing “effectiveness” and then weaving definitions, theory and evidence into three issues: 1) roles and expectations, 2) the internal-external change agent interface, 3) the implications of power dynamics. Ultimately, we will conclude that like managers, change agents will be more or less effective, depending on how well they understand and advantage themselves of the choices available in the context of their particular change initiative.

We will use Burnes’ (1998) definition of “effectiveness” as “the ability or power to have a desired effect.” By “desired effect,” we mean the outcomes that are desired by those who have set the objectives for the change initiative, mostly likely from a unitarist perspective.

#1: Issue: Role and Expectations
Limiting this issue to the role of the external change agent (CA) in organizational development (OD), a broad range of roles could be described, ranging from counseling, almost therapeutic approaches (e.g. Fordyce& Weil, 1971; Huse, 1975, Argyris, 1979) to catalysts (French & Bell, 1971) to the distinction that Schein (1988) makes

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