TLI 254

Misty Tarrh
September 2, 2016
Intro to Chapter Questions, Ch. 2
End of Chapter Exercises
1.) Identify different images of managing and change outcomes
The book identifies two different images of management-management as control and
management as shaping. Management as control is seen as more of a top-down,
hierarchical view of managing (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 24).Boston: McGraw Hill Higher Education), and
goes along with Fayols theory of management, which involves activities such as
planning, organizing, commanding, coordinating, and controlling (Managing
organizational change: A multiple perspectives approach (2nd ed.) (p. 24).Boston:
McGraw Hill Higher Education). As stated at the beginning of the chapter, organizations
can be seen differently. Some as machines, others as political arenas or mini societies. In
this image of managing, organizations are seen as machines because they are being run
by those at the top. They are being driven in specific directions, people are told what
their roles will be (Managing organizational change: A multiple perspectives approach
(2nd ed.) (p. 24).Boston: McGraw Hill Higher Education), etc. The second image of
management is management as shaping, and as it implies, is one that sees managing as
being about shaping an organization and what happens in it (Managing organizational
change: A multiple perspectives approach (2nd ed.) (p. 25).Boston: McGraw Hill Higher
Education). This style is focused more on the employees and what they can do within the
organization.
The book also identifies three different images relating to change outcomes. This first one
is intended change outcomes, where change is treated as the realization of prior intent
through the action of change managers (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 24).Boston: McGraw Hill Higher Education)
Managing organizational change: A multiple perspectives approach (2nd ed.) (p.
24).Boston: McGraw Hill Higher Education). In this style, change is intentional. The
second one is partially intended change outcomes. As the book states, power, processes,
interests, and the different skill levels of managers affect their ability to produce
intentional change outcomes (Managing organizational change: A multiple perspectives
approach (2nd ed.) (p. 2).Boston: McGraw Hill Higher Education). While the
organization might start out with a certain mindset of what the change will look like, it
may not turn out that way. The third image is unintended change outcomes, which states
the obvious. There are a variety of forces that either lead to change outcomes that are not
indented by managers (they are forced on to them) or inhibit the ability of managers to
implement the changes that they desire (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 26).Boston: McGraw Hill Higher Education).

2.) Outline 6 different images of managing change

The 6 different images of managing change are director, navigator, caretaker, coach,
interpreter, and nurturer, and each of these is dependent on the images held of
managing and of whether intentional change outcomes can be achieved (Managing
organizational change: A multiple perspectives approach (2nd ed.) (p. 26).Boston:
McGraw Hill Higher Education).
TLI 254
Misty Tarrh
September 2, 2016
End of Chapter Exercises, Ch. 2
1.) To what extent are you comfortable with one or another of the 6 images
described in this chapter in terms of your own approach to managing change-or
your anticipated approach to managing change?
I think the image I am most comfortable with, in terms of my approach to managing
change, would be coach
2.) Why is this the case?
I feel I am most comfortable with this image because of my sports background, and
playing sports since I was a kid. As the book states, like a sports coach, the change
manager shapes the organizations or the teams capabilities to ensure that, in a
competitive situation, it will be able to succeed (Managing organizational change:
A multiple perspectives approach (2nd ed.) (p. 30).Boston: McGraw Hill Higher
Education). I think I am most comfortable with this approach because I learned a set
of values, skills, and drills that are deemed to be the best ones that the
organizational members, as players, will be able to draw on adeptly in order to
achieve desired organizational outcomes (Managing organizational change: A
multiple perspectives approach (2nd ed.) (p. 31).Boston: McGraw Hill Higher
Education).
3.) What are the strengths and limitations of the images that you have identified
as most relevant to you?
I think the strengths for this image is you learn different skills that help you in your
organization. Just like in some sports (softball, for example), you may learn multiple
positions to help your team in a time of need. For instance, in my current position, I
have one specific job title and one role that I focus on, but I am being taught other
skills to help out in the event that theres a sickness, or someone moves onto another
position. Limitations may be that while you are good at one particular skill, you may
not be so great at helping the team or organization out in other ways.
4.) What skills are associated with each image in order to use it well?
Director-Need to be able to maintain control. Organization.

Navigator-Needs to know their team well. Functional managers may appoint people
to the cross-functional teams who they know will keep the interests of their
department uppermost and block any decisions that might decrease organizational
(Managing organizational change: A multiple perspectives approach (2nd ed.) (p. 2728).Boston: McGraw Hill Higher Education).
Caretaker-Maintain relationships with those inside and outside the organization.
Balance, adaptability.
Coach-Encourager, look for skills that others might not see in themselves
Interpreter-teacher. Interpreters help organizational members make sense of various
organizational events and actions (Managing organizational change: A multiple
perspectives approach (2nd ed.) (p. 31).Boston: McGraw Hill Higher Education).
Interpreters need to be organized and at the forefront of any changes that are taking
place within an organization so they can pass this information along.
Nurturer-facilitator, encourager.
6.) Have you ever been in an organization that was dominated by particular images
or approaches to change?
5 or 6 years ago I worked at what was once a local community bank. As vice
presidents left and new ones came on board, changes started taking place. Before,
there were a number of nurturers and coaches. The new vice presidents that came on
board held more of the director image and made huge changes that some, including
myself, felt were detrimental to the organization. Changes were made because thats
the way it was done at ABC bank and thats the way were going to do it here. Input
about changes were no longer allowed, or really even listened to. A lot of good, hard
working employees left the organization, and shortly thereafter they were bought out
by a larger, commercial bank, and many were let go.