| Change Image | Basis of Image | Application to Company #1 | Application to Company #2 | Pressures for Change | Differs from others how? | Unintended consequences from Image |
| Director | Change manager designs the change process and directs the people to comply with it so that the intended change is achieved. | The Apple executive management changes would encourage more collaboration between the hardware‚ service‚ and software teams. | The Wal-Mart management changes would enable it evolve in a pace that would enable the company to continue outpacing and even exceed the company’s customers. | The process of change involves changing the management in a way that will control as well as make the expected outcomes to be achievable. | Director image is generally supported by the contigency theory and the n-steps model. The changes achieved are as a result of implementation of given set steps | The individuals or groups in the organization lose their innovative and self reliance skills and get used to implementing set objectives from the director. This is overally detrimental to the growth of the organization. |
| Navigator | Designing change process in a way that would aid best fit the conditions being faced | Change was done in Apple by making the product invention process to be efficient and by making the company to be more corporate | Change was done in Wal-Mart by aligning the company’s structure with its three priorities that are returns‚ leverage‚ and growth. | The conditions of change that made the company to want to make the change. | Generally relies on the contextualist and processual theories of organizational change. | The outcomes from the set goals do not go in tandem with the dynamic change in the market such that they become obsolete as soon aas they are achieved. |
| Caretaker |
| Coach | A change manager helps the organizational members in enhancing personal development on the capabilities that are required to ensuring that the change process is successful. | Apple added mores roles to its executive management members. | Wal-Mart focused on growing the company’s store management teams. | The right set of values‚ drills‚ and skills that are paramount to the achievement of the desired organizational outcome. | Mainly centers on individual, gropu and organizational level perfomance improvement to achieve a synergistic outcome by harnessing full potential functionality of these systems. | The groups and individuals now equiped with relevant managerial values and skills decide to break away from the organisation and take on individual ventures. This is a great loss to the organization. |
| Interpreter |
| Nurturer |
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grid_week2.1.xls
