Theoretical Matrix Essay

Words: 1484
Pages: 6

Theoretical Matrix
Oliver J. Lewis
HCS 587
April 29, 2013
Dr. Sonnia Oliva

Theoretical Matrix
This week’s studies were an examination of organizational and individual barriers to change. We learn to identify the role of strategic renewal, the behavioral aspect of organizational change, analyzed the dynamic of motivating employee behavioral change, differentiated the three faces of change, and finally explored the sources of employee resistance. A primary focus was Lewin’s Field Theory in Social Sciences and for this paper identified three theoretical organization change models.

University of Phoenix Material

Appendix A: Matrix of Theoretical Models

Theoretical Model | Description of Theoretical Model | Type of health
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The issue from an internal perspective is what should be done to compensate for the shortage, how should it be implemented, what services should be cut, what positions should be cut with services, is there another source of funding available, when should the cuts be implemented, and how do we maintain our level of performance? The OD Theory with its 10 Perspectives offers the perfect elements for consideration. In the System Perspective every element of the organization is provided a forum to give voice to a solution. The Alignment Perceptive will bring into focus the many elements and issues involved when cuts are imposed and offer best fit solutions. The Social Capital perspective for a public health facility gives it another avenue to seek funding as an option to maintain outstanding services. Its Multiple Stakeholders’ perspective ensures input from all stakeholders is considered. | Process Driven Change | The process-driven model of change is an alternative to content-driven change which focuses on the content involved in organizational change. The best way to describe process-driven is to delineate what it is not. Content-driven focuses on a particular method of service as its focus to implement change, it comes from upper management as a directive, it is not the product of group think, it assume one size fit all, and can be purchased off the shelf. It does not take into consideration group dynamic or organizational context and is imposed