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Strategic change
Strategic change
Strategic change
Strategic change
Strategic change
Strategic change
Strategic change
Strategic change
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Strategic change

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  • 1. Managing Strategic Change
  • 2. Strategies change and evolve Management need to understand threeconsiderations (1) The type of Change Required SCOPE OF CHANGENature of Realignment TransformationChange Incremental Adaptation Evolution Big Bang Reconstruction Revolution
  • 3. (2) The wider context of Change In large part, cultural considerations Time available Capacity – resources, IS/IT, Management Effort Features to preserve Workforce readiness to change Organizational Diversity Power to effect change Capability Scope of change
  • 4. (3) Force field analysisRestraining Forces Driving ForcesAnxiety about job Fresh challenge insecurity jobChange seems less Improved rewardsstimulatingFear of loss of Increased jobpower, status discretion
  • 5. Styles of Change Management : There are main 5 StylesStyle Characterised by Appropriate toEducation & Comm Persuasion Incremental change, willing staffCollaboration & Part Involving those Incremental change, affected supportive cultureIntervention Change agents Incremental changeDirection Managerial Transformation authority, probability of resistanceCoercion Use of power to Times of crises impose change
  • 6. Change Management Roles Change Agents 1. Strategic leadersFive Approaches: Strategic Analysis (design focus) Human Assets (developmental focus) Expertise (as source of comp ad focus) Control (by procedure & monitoring) Change (as continuous process) 2. Middle Management 3. Outsiders
  • 7. Change Management Levers Turn around strategy – when business in terminal declineCRISES STABALIZATION, MANAGEMENTCHANGES, COMMUNICATION WITHSTAKEHOLDERS, ATTENTION TO TARGETMARKETS, CONCENTRATION OFEFFORT, FINANCIALRESTRUCTURING, PRIORITIZATION
  • 8. CHANGE MANAGEMENT LEVERS CHALLENGING THE PARADIGM CHANGING ROUTINES USE OF SYMBOLIC PROCESSES POWER AND POLITICS COMMUNICATION AND MONITORING TACTICS

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