Business Strategy
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Details
Textbook:
Pages : 323;
Paperback;
210 X 275 mm approx.
Workbook:
Pages :
321; Paperback;
210 X 275 mm approx
Pricing
Textbook Price: Rs. 750 ;
Workbook Price: Rs. 700;
Available only in INDIA
Detail Table of Contents
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Managing Strategic Change : Chapter 19
SUMMARY:
Organizations that seek to create and sustain competitive advantage should be ready to change and implement the proposed changes. The major forces for change are: technical obsolescence and technical improvements; political, economic, and social events; globalization; increase in organizational size, complexity, and specialization; greater strategic awareness and skills of managers and employees; and competitive dynamics. The level of change could be at values, culture, or styles of management; objectives, corporate strategy, or organization structure; competitive strategies, systems, and management roles; and functional strategies or organization of tasks. It is crucial to clarify the level of change and tackle needs and problems appropriately.
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The strategic change process involves the following steps: recognition of need for change, building awareness of need to change, fostering debate, creating consensus, assigning responsibility, and allocating resources.
There are various reasons for resistance to change and various techniques available for overcoming resistance to change. Refreezing takes place when the intended change is realized and the new patterns of behavior are institutionalized in the organization. Top-down strategic change, Quinn’s incremental model, and organization development are three techniques of implementing strategic change.
Managing strategic change requires an understanding of the role of power or politics and using it appropriately to benefit the organization. To use politics to promote effective change, the organization must create a power balance among the various divisions/functions so that no single person dominates the enterprise.
