Transformational Change in Practice
The purpose of this paper is to outline organizational change from an open system model perspective. This research will discuss the theories applied and discovered while attending MidAmerica Nazarene University in the Applied Organizational Leadership class #225 within module three of Organizational change. This document will guide the reader through the Weisbord six box model of an organizational system. The description of system boundaries will be discussed as they align within an open system. The author will lead the reader into a description of the processes that take place in an open system from the input, throughput, and output model. The research and development of this paper will highlight the importance of power and leadership within these models and how this is being implemented within the Ericsson services realm while delivering managed services for its customer; Sprint Communications. Lastly, the research will depict and define how change occurs within Ericsson’s highly complex organizational structure and the behaviors associated to justly control and guide this change. What is it, why is it important and how change is applied will thoroughly be conveyed upon the open system, its boundaries and the working components that make up Ericsson process.
Weisbord’s Six-Box Model
The Weisbord six box model is a representation of an open system and how the organizational system works within the functions of itself. Open systems theory defines organizations as units that interact with their external environment rather than being closed off to each other and independent components. Weisbord’s model provides a high level overview of the system in question and his theory provides a relatively simple look at an organization which is in itself, a highly complex entity. The six box model aligns itself in a circle of five boxes with the sixth box in the middle as visual tool used in the analysis of a system. Weisbord’s primary question for each of the boxes is:
1. Purposes – How clear an organization is about its mission?
2. Structure – How adequate is the fit between the mission and the components used to achieve the goal?
3. Rewards – What are the major differences between how the organization rewards its members and how the organization may punish the same members?
4. Helpful Mechanisms – Which of the mechanisms within the organization help the members achieve success, and which of these mechanisms may hurt the performance of the members?
5. Relationships – Weisbord is concerned about the relationships between individuals, among groups within the organizational system, and between the members and the requirements of the person’s job role?
6. The sixth box that is placed in the middle of the model is of Weisbords upmost importance. Leadership is placed among the middle of the model.
Weisbord placed the leadership box within the middle of the model because he believed that “organizational leader’s jobs...