Answer 3
Cummings define the concept of integrated strategic change as a comprehensive intervention that examines how plan change that can add value to strategic management. The integrative piece looks at a synthesis of business strategies and organizational systems responding together to external and internal environment. Focus is on results while simultaneously examining the processes, structure and strategies. It is concerned with implementation, transition states and human resources and not just the conceptual plan (Cummings & Worley 1997). With Lee on-board, VRD is in a state of transformational change, “transformational change involves reshaping organization’s design, elements and culture” (Waddell, Cummings & Worley 2011). Organizational culture is what the employees perceive and how this perception creates a pattern of beliefs, values and expectations. VRD has to go through major changes in environment or technologies. Lee wants to revise the organization’s business strategy, which in turn requires modifying internal structure and processes that are followed in VRD from last three decades. Change in environment will also lead to change the existing culture of VRD that will involve behavior and thinking of the employees in the company. As per evidence in the case study, issues such as conflicts between departments, slow production, emerging competitors, workers attitude and responsibility, low participative management, no measure to control quality and improve production, no new innovation from employees, workers performing monotonous task and more personal relationship between employees and managers rather than professional. All these issues have lead Lee to implement transformational change in VRD because he thinks that organization is not on right track and needs radical change (Greiner & Bhambri 1989).
Lee wants Transformational change. To