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MGT521 M6-Discussion Forum: Navigating Change Through Formal Structures and Systems

Description

I need help completing a discussion board post for my Management course (Managing Dynamic Environment). Below are the exact requirements provided by my instructor:

Description:

As we have learned, organizations change either because something is not working as planned or there is a belief they can work better. Once the organization determines that a change is necessary, leaders and managers utilize their resources to effect change throughout the organization. In many cases, modifications are made to the organization’s structures and systems, thus changing its basic operations. In this module, we will focus on the importance of structures and systems and how these systems and structures can be modified to increase the likelihood that change will permeate the organization.

Learning Outcomes:

Examine how formal organizational structures and systems can foster, impair, and facilitate the change process.
Evaluate adaptive organizational structures and systems to increase the likelihood of change and continuous improvement.

————— The Discussion: ———————–

Systems and Structures

Think of a change you are familiar with.

Share the type of organization systems/structures in the organization.
Discuss how the existing structures and systems affected the ability of the change leader to bring about the desired change? Were any systems changed to prepare for the change?
Did the organizational structures and systems reduce or increase the uncertainty and complexity of the change in the organization?

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: Your initial post should address all components of the question with 600-650 words limit.
Formatting: Follow academic writing standards and APA style guidelines.

Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook, Cite your textbooks and at least Three (3) scholarly, peer-reviewed journal articles. Proper APA citation is required.
Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission.
Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination.
Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated.
Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course.
Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we’ve covered so far in the course.

Required Readings:

Chapter 5 in Organizational Change: An Action-Oriented Toolkit
Colombo, C. M., & Mella, P. (2021). “Organization”. A multi facet concept. Economia Aziendale Online 2000 Web, 12(4), 487–506.
Simpson, A., & Feyerabend, M. (2022). Tug-of-War: the pull of formal institutional practices and structures and the desire for personal change. International Journal of Science & Mathematics Education, 20(1), 149–168.

Recommended:

Module 06 PowerPoint Presentation

Note: I’ve attached the slides for the relevant chapter, grading rubric, and the book below (https://www.dropbox.com/scl/fi/dv3d0j8a714koe9jywe…).

Instructor Expectations:

Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research.

The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following:

Comprehensive Use of Sources:
- Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis.
- Proper APA citation is essential to demonstrate deep engagement with the material.
Substantial Analysis:
- Move beyond surface-level responses by providing insightful, well-developed arguments.
- Offer unique perspectives and link theories to practical examples to enhance your discussion.
Attention to Detail:
- Ensure your writing is clear, polished, and well-organized.
- Adhere to the required page count and APA formatting guidelines.

This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence.

Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey.

Chapter 5: Navigating Change Through
Formal Structures and Systems

Chapter Overview
•

•
•

•

This chapter discusses the basics of how organizations
structure themselves.
It outlines how change leaders can diagnose the strengths
and weaknesses of existing systems and structures.
It examines how the formal structure and systems can
foster, impair and facilitate the acceptance of change
initiatives.
It lays out ways to manage systems and structures to gain
approval for change initiatives. Formal approval, coalitionbuilding and renegade approaches to change are discussed.
It reviews ways to develop more adaptive systems and
structures to increase the likelihood of continuous
improvement.

How Do Structures and Systems Relate
to Change Management?
• Existing formal structures and systems need to be
understood when assessing the need for change.
• Need to understand how Structures and Systems facilitate
or hinder change

• Need to understand how Structures and Systems can be
used to gain approval for change
• Need to understand how Structures and Systems can be
used to gain acceptance and promote for organizational
change
• Need to understand how to create more adaptive
Structures and Systems
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

The Change Path Model
Awakening
Chapter 4

Mobilization
Chapters 5 through 8

•
•
•

Acceleration
Chapter 9

•
•

Making sense of formal
systems and structures
Assessing their weaknesses
and strengths
Leveraging them to gain
approval
Leveraging them to gain
acceptance
Creating more adaptive
systems and structures

Institutionalization
Chapter 10

Making Sense of
Organizational Structures and Systems
• To what degree are tasks
subdivided into separate jobs?

Work
Differentiation

• On what basis are jobs
grouped together?

Departmentalizati
on or Integration

• To whom do individuals and
groups report?

Chain of
Command

Making Sense of
Organization Structures and Systems (cont.)
• How many individuals
report to an individual
manager?

Span of Control

• Where does decisionmaking authority lie?

Degree of
Centralization vs.
Decentralization

• To what degree are there
rules and regulations to
direct employees and
managers?

Standard
Operating
Procedures (SOPs)

Mechanistic vs. Organic
Organizational Forms
More Mechanistic

More Organic

Tasks are broken down into separate parts
and rigidly defined/assigned

Flexible tasks that are adjusted & redefined
through teamwork and participation

High degree of formalization, strict
hierarchy or authority/control, with many
rules

Little formalization, low reliance on
hierarchical authority, more decentralization

Narrow span of control with reliance on
hierarchies of people in specialized roles

Wide span of control

Knowledge and control reside with upper
management, limited lower-level authority

Highly decentralized decision-making
authority located throughout organization

Communication is vertical (boss/worker
relationship)

Communication is free-flowing—up, down,
and horizontally integrated

Simple, straight-forward planning process

Sophisticated environmental scanning,
planning and forecasting process

Uncertainty and Complexity and Internal Alignment

Stable
Environment

Dynamic
Environment

Simple Environment

Complex Environment

• Centralized, simple
mechanistic structure
• Use of rules, policies,
procedures, and hierarchy
• Few departments
• Low need for integrating roles
• Efficiency and stability
focused, little imitation

• Centralized structure, more sophisticated
information and control systems
• Use of rules and policies, procedures and
hierarchy, but adapted to the complexity
• Many departments, some boundary spanning
• Modest need for integrating roles and systems
• Some environmental scanning, imitation and
planning activity

• Decentralized, organic
structure, participative and
team focused
• Fewer rules, policies,
procedures
• Few departments, much
boundary spanning
• Few integrating roles
• Much environmental
scanning, imitation and a
strong planning orientation

• Decentralized, organic structure, participative
and team focused, sophisticated information
and control systems
• Fewer rules, policies and procedures
• Many departments, boundary spanning
• Many integrating roles
• Extensive environmental scanning, imitation,
sophisticated planning and forecasting
systems

Information Processing View of Structure
A. Rules and Policies

B. Hierarchies

Mechanistic
Methods

C. Goals and Visions

D. Slack
Resources

E. SelfContained
Tasks

Methods to Lessen
the Need to
Process Information

F. Vertical
Information
Systems

G. Lateral
Relations

Methods to Increase
the Capacity to
Process Information

Information Processing View of Structure (cont.)
Strategies to Decrease Information
Processing Needs:
1. Addition of Slack Resources
2. Creation of Self-Contained Tasks

Information Processing
Capacity of Structural
Design Choices

FIT

Organization’s Information
Processing Requirements

Organizational
Effectiveness

Vertical Information Strategies to
Increase Processing Capacity:
1. Hierarchical Referral (Ask the Boss)
2. Rules, Policies and Plans, including
Vision and Goals
3. Increase the Vertical
Communication Capacity of
Information Systems
Horizontal Information Strategies to
Increase Processing Capacity:
1. Increase the Horizontal Communication
Capacity of the Information Systems
2. Create lateral relations:
a. Direct Contact
b. Liaison Role
c. Task Force
d. Formal Teams
e. Formal Integrating Roles
f. Managerial Linking Roles
g. Dual-Authority Relationships

Formal Structures and Systems
(Adapted from Bolman & Deal’s Re-framing Organizations)

• There is no one best way to organize
• Structural decisions should follow strategic
decisions

• All structures present leaders with dilemmas
they must manage
• Once structural choices are made, formal
systems and process need to be aligned
• Structures shape and impact people’s
behavior
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 5.2—Impact of Existing
Structures and Systems on the Change
Think of a change situation you are familiar with.
1. How did the organization use structures and systems to deal
with uncertainty and complexity? Was this effective?
2. How did existing structures and systems affect the ability of the
change leader to bring about desired change?
a) What systems/structures were involved?
b) How did these systems/structures influence what happened? Was
this due to how they were formally designed? Or was this related
to how they actually came to be used in practice?
c) Who influenced how the systems/structures were used and how
did this affect the outcomes that ensued?

How to Develop an Understanding of
Structures and Systems?
• Follow the paper trail—search available
documents.
• Ask those who know.

• Develop process maps.
• Attempt to draw the relevant structures and
describe the relevant systems—then check
again with those who know to confirm and/or
refine
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Three Approaches to Change

1. Using systems and structures to obtain
formal approval for change—the traditional,
hierarchical approval approach
2. Strategies based on creeping commitment
and coalition building
3. Strategies involving simply forging ahead
without formal approval—the renegade
approach

Using Structures and Systems to Increase the
Probability of Approval

• Ask if approval is necessary. Don’t initiate
activities that trigger unnecessary formal
approval systems
• If approval is necessary, show how change
is aligned with the organization’s vision and
strategy
• Use good processes to legitimize the
change. Show how benefits of change
exceed the costs and risks of doing nothing
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Structures and Systems to Increase the
Probability of Approval (cont.)
• Show how the change will improve system
and structural alignment.
• Frame the change in ways that increase
organization comfort. For example, move in
increments by positioning it as a trial.

• If time is critical, demonstrate urgency and
focus on external pressures for change.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Structures and Systems to Increase the
Probability of Approval (cont.)
In all cases:
• When there is a decision maker you need
to influence, identify her/his attitudes to the
change and attempt to work with them.
• Demonstrate how the change project
relates to the strategy or vision of the
organization.

• Use good existing processes to legitimize
the change proposal.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Positioning Change for Formal Approval
• Whose approval do I need?

Yes

Time
Important?

Nature of approval
process?
Do I need approval?

Incremental Small
or
Major?

Big

Yes

• Create awareness of crisis,
threat or opportunity
with approvers.
• Show costs & benefits. • Whose approval do I need?
• Use existing process
• Engage others explain
to legitimize
cost/benefit & ask approval.

• Involve others
who will be
affected &
influential parties

Need
support?

• Do it
yourself

• Use existing process
to legitimize

• Whose approval do I need?
• Engage others approach
incrementally, studies &
pilot tests.
• Show costs & benefits
and seek approval to
proceed
• Use process to legitimize

Toolkit Exercise 5.3—Gaining Approval
for the Change Project
Consider a change project in an organization you are familiar with.
1. What is the approval process for minor change initiatives? For
more major change initiatives?
a. If the change requires capital approval, how is this obtained?
b. If the project needs dedicated staff, what are the processes for
adding people and selecting and developing staff?
c. Does the project alter the way work is organized and performed?
What systems are used to define jobs, and assess performance?
d. Who approves the change? What approval power do they have?

2. Can perceived risks be reduced by the way the change leader
stages the project and manages the approval process?

A Checklist for Change Initiative Approval
✓

What does the paper trail say about formal
structures and systems that have to be
considered when leading the change?

✓

What are key points in the process that we
need to be conscious of (e.g., timing of
meetings, getting on the agenda, cycle time,
types of decision made and where decisions are
made)?

✓

How are the relevant systems and structures
interconnected? How do they influence one
another?

A Checklist for Change Initiative Approval (cont.)
✓ Develop a process map that tracks the change idea
from start to finish.
• Where does formal authority and decision making lie?
• What decision parameters are normally applied and are
there zones of discretion available to decision makers?
• What are the power and influence patterns around
particular systems and structures? Who has direct and
indirect influence on how they are applied?
• How should the systems and structures be managed to
reduce resistance? Can they can be managed to create
leverage that will advance the change?

Mastering the Formal Approval Process
The likelihood of gaining formal approval
increases when:
• You have a well placed sponsor.
• You know your audience and their preferences.
• Power and influence patterns and the implications
of the project for the firm and those involved in the
approval process are understood.

Mastering the Formal Approval Process
(cont.)
The likelihood of gaining formal approval increases
when:
• You do your homework with respect to your detailed
knowledge of the change project, its scope,
objectives, costs, benefits, and risk areas.
• Needed approval and support is obtained in advance.
• The change project is effectively presented by
appropriate individuals.

• You have a good sense of timing of when its best to
bring it forward.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Creeping Commitment and
Coalition Building
• Use data, pilot programs, and other
incremental system-based approaches to
acclimatize organizational members to change
ideas.
• Know the key stakeholders and their interests.
• Coalition building is valuable because of the
role such coalitions might play later, during the
formal approval process.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Creeping Commitment &
Coalition Building (cont.)

• Create opportunities for direct involvement
that will build interest and support within
key groups.
• Use the above initiatives to build
momentum to move the organization
towards adoption.
• Coalition building contains risks that need
to be managed.
• Avoid tactics that seriously harm
relationships, diminish your integrity and/or
compromise your long-term objectives.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Bypassing the Formal Approval Process
• Assess how systems and structures can be leveraged to advance
change without prior approval

• Understand your power and authority
• Assess whether change is manageable, defensible, and within
your scope of authority
• Keep key people sufficiently informed to avoid accusations you
acted underhandedly
• Don’t create unnecessary enemies or use tactics that do long-term
damage to your reputation
• The renegade approach can be used to generate supportive data,
refine the change, and build momentum that is difficult to stop
• It is often easier to gain forgiveness than permission
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Structures and Systems to
Promote Change
1. Look back at the questions raised in Toolkit Exercises 5.2 and
5.3. Could the existing structures and systems have been
approached and used differently to advance the desired
change?
2. What role could incremental strategies that were nested within
existing systems and structures have played?
• Would they have really moved the process forward or simply
avoided the real changes that needed to be addressed?
3. What role could more revolutionary strategies have played?
• Would they produce issues related to their alignment with
existing systems and structures?
• How would you manage the challenges created by this?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Alignment to Aid Approval and
Acceptance
• Gaining approval is less daunting when you can show
how the change aligns with mission, vision and strategy
• Frame changes in ways that show value, and reduce the
incongruence with existing structures and systems

• Demonstrate there is little to fear, that the level of
disruption can be managed, and benefits outweigh costs
• Reduce perceived risk by breaking a big change into
smaller stages
• Don’t assume that approval equals acceptance
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Using Alignment to Aid Approval and
Acceptance (cont.)
• By minimizing initial incongruence, you can learn, adapt and
modify systems and structures as you proceed. Linked
incremental changes produce significant long-term effects

• Use existing systems and processes, where appropriate, to
advance the changes—the way they are used will influence the
way the change is perceived
• Listen carefully and communicate effectively and empathetically,
using formal processes to help in this regard
• The involvement of others can facilitate acceptance & approval
• Be patient—it takes time to build acceptance and commitment

Developing More Adaptive
Structures and Systems
1.

Systematically and deliberately scan the external
environment

Have a shared perception of the gap between the
current and desired level of performance

Have a concern for measurement of performance

Develop an experimental mindset where people try
new things

Create an organizational climate of openness and
accessibility

Developing More Adaptive Structures and
Systems (cont.)
6.

Engage in continuous education at all
organizational levels

Use a variety of methods, appreciate diversity
and take a pluralistic view of competencies

Have multiple individuals who act as
advocates for new ideas and methods

Have an involved, engaged leadership

10. Recognize the interdependence of units and
have a systems’ perspective
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Summary
• We investigated formal systems and structures to see
how they influence change and how they can be
worked to advance change.
• We explored systems and structures related to the
approval process and how to work with, through, and
around them.
• We explored how formal systems and structures can
be used to advance acceptance of the change.
• We addressed the desirability of adaptive change in
formal systems and structures.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

7/5/23, 11:31 AM

Operations Management

Name

Discussion 25

Description

25 points

Rubric Detail
Levels of Achievement
Criteria

Exceeds
Expectations

Meets
Expectation

Some
Expectations

Unsatisfactory

Quantity

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Initial post and
two other posts
of substance.

Initial post and
one other post
of substance.

Initial post only.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.

Demonstrates
knowledge of
concepts, skills,
and theories.

Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.

Discussion
post(s) meet
expectations in
terms of
support
provided.

Statements are
satisfactory in
terms of
support
provided.

Did not
participate.

6 to 7 points

4 to 5 points

1 to 2 points

0 to 0 points

Writing is well
organized, clear,
concise, and
focused; no
errors.

Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.

Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.

Did not
participate.

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