There are several models of change available for use when organizations begin the process of implementing change. The stakeholder analysis model focuses on the position of key stakeholders in regard to the planned change. Stakeholders in a company include individuals or groups inside or outside the company who can influence the success of the change (Palmer, Dunford, and Akin, 2006). This review involves a six step process and includes identifying stakeholders, recognizing the capacity to influence change, checking stakeholder track record, interest in change, ability to affect change, and determine position on change. The main purpose of the stakeholder analysis is to inform the change manager of the likelihood of the change being successful and widely accepted. As a supplement to the analysis, the change manager may use the power-interest matrix to plot the level of stakeholder interest against stakeholder power. The matrix can identify specific action to be taken based on the classification of specific stakeholders. Upon concluding the analysis and power-interest matrix, if the change manager determines weak favorability by key stakeholders, steps can be taken to improve the projection of the change initiative (Palmer, Dunford, and Akin, 2006).
The change manager can take action by adding agreeable stakeholders, removing oppositional individuals, or modifying the proposed change to address stakeholder concerns without compromising the initiative. As with all things, there are pros and cons of the stakeholder analysis. A pro is that this analysis is a thorough way to review the business and needs of stakeholders. In addition, it helps to determine the appropriate changes that would benefit the majority. This detailed approach to implementing a change may lead to better results with respect to stakeholder acceptance of the change.
A con to this study is that it seems very involved and time-consuming. Depending on the timeline of the company to implement and train stakeholders on the change in processes and systems, the stakeholder analysis model of change may not be the best option. Something to consider when determining the best model of change for an organization is to assess if the costs outweigh the benefits. Often this will be the deciding factor in regard to which model to use and what changes are advantageous for the business.
Organizational Development is an important aspect along with the culture of the business. The Six-Box Model proposes is six broad categories that can be broken down into purposes, structures, relationships, leadership, rewards, and helpful mechanisms. The organization’s mission and goals defines how the structure in which the organization is organized and the purposes. Goals include programs or projects where teams work together to meet an objective weather it be sales or implementing change. Relationships are the interaction among individuals in the organization or the way employees interact with technology. Rewards are also a fundamental way to get motivation among employees to meet goals. The typical management tasks include balancing the other boxes. The mechanisms include, scheduling, monitoring, budgeting, and information systems that aid to meet organizational goals. The external environment depicted in by the model is represented by the box surrounding these key components. Inputs defined in his model include money, people, ideas, and machinery. Outputs are merchandise and services.
Employees buy in is used to determine if the organizational members agree with and support the organization’s mission and goals. Structuring everything correctly will get the purpose and the internal structure of the organization to coincide with one another. This can be achieved by forming the key relationships between individuals in different departments to avoid conflict. Rewarding the organizational members feel, they are rewarded within the environment. Leadership defines the purposes and embodies it in their programs.
“Helpful Mechanisms can help or hinder the accomplishment of organizational objectives, (Organizational Development Models – Weisbord’s Six-Box Model, 2009).” The model has guidelines that focus on internal issues in the organization. Primarily the six-box model poses many interconnections in the organization. The biggest down fall is concerning the impact of the external environment in the model, which is vaguely described.
Organizational Development Models – Weisbord’s Six-Box Model. (2009, July 31). Retrieved 5 17, 2014, from every one a leader: http://everyonealeader.blogspot.com/2009/08/organizational-development-models.html Palmer, I., Dunford, R., & Akin, G. (2006). Managing organization change: a multiple perspectives approach. New York, NY: Mcgraw-Hill Irwin.