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Unit 12: Organisational Change
Notes
By concentrating on the resisting forces, the company decided to substitute lighter and
more comfortable frames for the glasses. Then each employee was encouraged to decorate
her glasses and a contest was held to determine the most attractive glasses, and this
individual expression removed the feelings of loss of freedom.
Source: Jerry L. Gray and Frederick A. Starke, Organisational Behaviour–Concepts and Applications, (3rd
Edition) Charles E. Merrill Publishing Company, Columbus (1984) page 565.
12.6.2 Nadler's Organisational Model
David Nadler's model provides guidance in identifying and managing the internal forces that
drive or inhibit change. His model is based on the open systems model of organisations.
Figure 12.3 below explains Nadlers' organisational model.
Figure 12.3: Nadler's Organisational Model
Power Imbalance
INFORMAL
ORGANIZATION
Loss of
Task Redefinition TASK FORMAL Control
Challenges
ORGANIZATIONAL
ARRANGEMENTS
INDIVIDUAL
Resistance to
Change
Components of the organization
-
Change related Problems
Source: David A Nadler, "Concepts for the Management of Organisational Change," in M.L Tushman and
N.L Moore (eds.) , Readings in the Management of Innovation, (2nd Edition) Ballenger Publishing Company
(1988) Page 722.
As shown in the Figure 12.3 above, Nadler describes the transformation process as an interaction
among four basic components of the organisation: its task, its individuals, its formal
organisational arrangements (structures, processes, systems) and its informal organisation
(patterns of communications, power and influence, values and norms).
When an organisation undergoes change, its organisational components start out with one set
of characteristics, then cross over through a transitional state, to finally reach a future state
where they have a different set of characteristics.
During the transition as well as in the future state, a change in one of the organisational
components (for example, task) will call for changes in other components as shown around the
outside of Figure 12.3.
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