Organizational Frame Bending: Principles for Managing Reorientation,

1855 Words Feb 22nd, 2007 8 Pages
Review of Article: "Organizational frame bending: Principles for managing reorientation," pp. 203-219
Case Analysis: "Marconi plc (A)," pp.184-203

Table of Contents- Article Review: "Organizational frame bending; Principles for managing reorientation"
Question: How do firms administer organizational change using frame bending and long-term organizational reorientation?
Major Themes: Large-scale organizational change Differentiating among various types of organizational change The concept of frame bending
Support of Themes: Types of change: Tuning, adaptation, reorientation, and re-creation Principles of effective frame bending
Critical Evaluation: The main focus of this article is large organizations dealing with managing
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Changes that center focus on maintaining congruence are called incremental changes. One example of incremental change would be introducing reward systems to changing labor market conditions. Strategic changes are changes that involve the overall strategy of the organization. Strategic changes involve breaking the pattern of congruence and developing a whole new configuration for the organization. They include fundamental changes in the definition of the business, shifts of power, and alterations in culture. One example is when John Scully took over at Apple Computer for Steve Jobs. John Scully implemented a system wide strategic change for the organization by dealing with some of the issues discussed above. The second dimension of change deals with the external events surrounding the organization. Changes that are in response to an event are called reactive changes. Changes that are enforced in anticipation of external events are anticipatory changes. Tuning is an incremental and anticipatory change because it is made in anticipation of future events. It seeks to increase efficiency but does not occur in response to any immediate problem. Adaptation is also an incremental change but it is a reactive change due to the fact that the organization is responding to external events, such as actions from a competitor, new technology, or changes in market needs. Reorientation is a strategic and anticipatory
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