ASSIGNMENT COVER SHEET
Student: Cherise Turner
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Professor: Duane Benton
Building Organizational Capacity
Faculty Use Only
Evaluating Change Over Time
Professor Duane Benton
July 26, 2015
Evaluating Change over Time
This paper will explain why Bolman and Deal made the aforementioned claim on organizational change and my I will review my views on their assertion. Next, I will discuss how culture influences organizational change will be revealed. Specific societal needs or enacted accountability measures that have forced organizations to change thought the 20th and 21st centuries will be identified and discussed. Whether there has been a shift in expectations for successful teams as well as those in leadership will be analyzed. Determination of what role does shared sacrifices play as organizations change will be assessed. Finally, how changing social context affect the need for change will be classified as well. Bolman and Deal
Bolman and Deal made the aforementioned claim on organizational change because they felt as if they had an understanding of the advantages and disadvantages of organizational change and they have written multiple books covering this topic and their understanding. Bolman and Deal (2008) capture ongoing knowledge of how organizations and their leadership challenges often change. In this fourth edition publication, Bolman and Deal use case examples to deliver updated material that reveals organizational developments in managerial practices. The four-framed model of the book (four fundamental issues that arise from change efforts) view’s organizations as families, jungles, temples, and factories to explain the core foundation of organizational changes ( Bolman & Deal, 2008).
The four frame model consists of individual needs, political conflict, structural alignment, and existential loss. Bolman and Deal discuss how organizations face continuous difficulties. One example of the author’s point of view regarding organizational change would be the effects of a decision maker. According to (Bolman & Deal, 2008) when organizational decision makers are inexperienced and unaware of the environment they manage, they are not fully capable of effectively managing and anticipating the ramifications of their actions. Sometimes environmental or leadership changes pressure decision makers to adapt to changes that have a negative impact on an organization. When decision makers follow their own paths ignoring the warning that they are heading in the wrong direction, the results can be fatal. Bolman and...
References: Bolman, L., & Deal, T. (2008). Reframing organizations: Artistry, choice, and leadership
Friga, P. (2009). The McKinsey engagement: A powerful toolkit for more efficient & effective
team problem solving
Muls, A., Dougherty, L., Doyle, N., Shaw, C., Soanes, L., & Stevens, A. (2015). Influencing
organizational culture: A leadership challenge
King’s Fund (2013) Patient-centered leadership: Rediscovering our purpose.
Retrieved from: http://tinyurl.com/okqdrb7 on July 25, 2015.
Seo, M., Taylor, M. S., Hill, N.S., Zhang, X., Tesluk, P.E., & Lorinkova, N.M., (2012).
The Role of Affect and Leadership during Organizational Change. Personnel Psychology, 65(1), 121-165. doi:10.1111/j.1744-6570.2011.01240.x
King S., Albert (1974). Expectation Effects in Organizational Change: Administrative
Science Quarterly, Vol
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