Reference no: EM131367386
The supporting case study is part of this text and is in italics half way down this page. Please read the whole thing before deciding the question is incomplete.
The questions at the bottom introduce you to the notion of change in an organisational context. Change affects us in our lives and at work. You will study how organisations adapt to changing circumstances from their environment and you will encounter several academic perspectives including the "change cube" analogy (Mintzberg et al 2003) which looks at factors and issues of change from (amongst others) a structural, cultural, and strategic context and is a useful model when analysing a change situation. You will also read about Lewin's theory and model of Force Field Analysis (Lewin 1951) which helps us to identify with those "forces of change" of driving and opposing influences on a given change situation. You do need to have a good understanding of change theories and models alongside structure and culture to gain those higher marks in Part 1 questions.
Please look at the case below and attempt some responses to the questions at the bottom:
Change at the São Paulo State Symphony Orchestra
The early 1990s were tough times for Brazil’s state-owned São Paulo State Symphony Orchestra (Osesp). The orchestra’s funds were depleted, facilities and instruments were worn out, and the musicians were forced to rehearse in a canteen. The situation was getting worse as the orchestra could not hold public performances and people were switching to other forms of entertainments (like multiplex cinemas). In 1995, the government decided that Osesp needed a major revamp, with the aim of making it a world-class orchestra.
The task was assigned to John Neschling, who was appointed as conductor and artistic director in 1997. Neschling demanded full commitment and cooperation from the Brazilian government to support his renewal initiatives. He demanded better facilities (for example, a new concert hall) and more authority and flexibility (for example, the ability to hire and fire musicians) to fulfil his responsibilities. He got the government’s support.
Neschling also concentrated on achieving significant changes in the orchestra itself. He reshuffled the musicians and reauditioned them to assess their talents. Both new and existing Osesp players had to pass these auditions. Eventually, most of the younger players stayed on, while the older ones protested about Neschling’s management style and many were fired. In addition, some new talent was added to reinvigorate the team of musicians.
Following the changes Osesp’s first few seasons were very successful. The orchestra now plays to a capacity audience of 1,500 twice a week.
Source: adapted from Balogun and Hope Hailey (2004), p. 86.
a) Identify those external factors (could use STEP here from Block 1) that have created the need for a given change situation as an introduction to the response you make.
b) What sorts of internal pressures that may have resulted have led to any internal change specifically mentioning how structure and culture may have impacted on this.
c) Discuss the main forces of change and the emerging issues that can be detected from the case using suitable academic models and theories from this week.