Chapter 2: Images of Managing Change
Where they come from
Images of Managing
o Management as control: historically dominant. Management involves actvites such
as planning, organizing, commanding, coordinatng and controlling
o Top-down hierarchical view of managing
o Management as shaping: shaping the organizaton and what happens in it.
Partcipatve style in which people are encouraged to bee involved in decisions and to
help identfy how things can bee improved
o Shape beehavior – rewards, set values, provide resources or give opportunites
to enhance capabeilites
Images of Change
o Intended Change – change is treated as the realizaton of prior intent, through the
acton of change managers.
o Empirical-ratioal strategies: assume that people are ratonal and follow self-
interest. Efectve change: aligned with interest of the group afected bey it
o Nirmatie re-educatie strategies: assumes that changes occur when people
dispense with their normatve orientatons and gain commitment to new
ones.
o Piwer-cierciie strategies: rely upon achieving intentonal change bey those
with greater power gaining compliance in beehavior from those with lesser
power.
o Partally intended change – some, beut not all change intentons are achievabele.
o Power, processes, interest and skill levels afect managerss abeility to produce
intentonal change outcomes
o Both intended/unintended consequences may emerge from the actons of
change managers; intended outcomes may bee adapted.
o Unintended Change Outcomes - implies that managers ofen have great difculty in
achieving intentonal change outcomes. Theress a variety of forces that lead to
change outcomes not intended
o Internal – departmental or interunit policies, past practces/routnes or the
presence of deep values and perceptons
o External – variety of factors, e.g. confrontatonal industrial relatons
environment.
Six Images of Managing Change
Image 1: Change Manager as Director
o Based on an image of management as control and of change outcomes as beeing
achievabele.
o Change is a strategic choice, and the survival/well-beeing of the frm are dependent on
it.
o ‘N-step modelss outline a set of steps that change managers should use to implement
whatever is in the change. Optmistc view that intentonal change can bee achieved
Where they come from
Images of Managing
o Management as control: historically dominant. Management involves actvites such
as planning, organizing, commanding, coordinatng and controlling
o Top-down hierarchical view of managing
o Management as shaping: shaping the organizaton and what happens in it.
Partcipatve style in which people are encouraged to bee involved in decisions and to
help identfy how things can bee improved
o Shape beehavior – rewards, set values, provide resources or give opportunites
to enhance capabeilites
Images of Change
o Intended Change – change is treated as the realizaton of prior intent, through the
acton of change managers.
o Empirical-ratioal strategies: assume that people are ratonal and follow self-
interest. Efectve change: aligned with interest of the group afected bey it
o Nirmatie re-educatie strategies: assumes that changes occur when people
dispense with their normatve orientatons and gain commitment to new
ones.
o Piwer-cierciie strategies: rely upon achieving intentonal change bey those
with greater power gaining compliance in beehavior from those with lesser
power.
o Partally intended change – some, beut not all change intentons are achievabele.
o Power, processes, interest and skill levels afect managerss abeility to produce
intentonal change outcomes
o Both intended/unintended consequences may emerge from the actons of
change managers; intended outcomes may bee adapted.
o Unintended Change Outcomes - implies that managers ofen have great difculty in
achieving intentonal change outcomes. Theress a variety of forces that lead to
change outcomes not intended
o Internal – departmental or interunit policies, past practces/routnes or the
presence of deep values and perceptons
o External – variety of factors, e.g. confrontatonal industrial relatons
environment.
Six Images of Managing Change
Image 1: Change Manager as Director
o Based on an image of management as control and of change outcomes as beeing
achievabele.
o Change is a strategic choice, and the survival/well-beeing of the frm are dependent on
it.
o ‘N-step modelss outline a set of steps that change managers should use to implement
whatever is in the change. Optmistc view that intentonal change can bee achieved
