...Strategic Change. Dynamism of South African context As South African organisations move into the international business arena, behaviour developed in the apartheid era is not appropriate for competing with the global market. Leaders have to adapt their cultures and be able to respond to an “ever changing” environment. (RV Weeks 2002). In a study conducted by Maritz (2000, p. 18) on South African organisations compared to their international counterparts, it was found that South African leaders are reluctant to move away from a conventional transactional leadership. Leaders who were more transformational lead to long-term positive implications for an organisation. (3) Osborn, Hunt & Jauch (2002) state that transformational leadership will be more effective under traumatic situations as the emotional centre of brain is activated by trauma and this ability is helpful when organizational members experience change and anxiety. Leadership is a critical factor in managing strategic change. The successful managing of people issues will determine success or failure in strategic realignment of business institutions within a global context. (RV Weeks 2002) Strategic leaders effectiveness is dependent on environmental dynamism. Environmental dynamism increases uncertainty that is characterized by stress, anxiety and risk. (2) Transformational leadership encourage individuals to view a turbulent environment as an opportunity not a hindrance. Dynamic environments can generate...
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...Edexcel Level 7EDSMLASSESSMENT ACTIVITY | | Unit Name: | STRATEGIC CHANGE MANAGEMENT | Unit Number: | 03 | Credits: | 10 | Assessor: | Prof. Krishna Mohan .M | Internal Verifier: | | Aim: Strategic change impacts on the human resources structure of the organization and this often means a restructuring of the workforce or changes in working practices. Almost inevitably, change will generate resistance from some, particularly those who feel that the change will have no positive benefits for them. Other people may resist change simply because they prefer status quo. Organizations need to ensure that they have strategies in place to manage resistance to change and this should be part of the overall model that they adopt for managing the change. Once in place, progress towards change will need to be monitored. Strategic change management is most effective when an organization actively seeks the participation of all relevant stakeholders. A change management strategy will be effective only if it has the support of all stakeholders. If they are to have a sense of ownership, stakeholders need to have the opportunity to contribute to the development of the change strategy. Learners will develop an understanding of the models of strategic change and the role that stakeholders play in this process. They will then examine the need for change in a selected organization and plan the implementation of a model for change. Summary of learning outcomes To achieve this unit...
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...Strategic Change Question 1: Discuss the types and importance of context in managing change and how they can affect an organisation’s strategy. Use examples to illustrate your points. All organisations are currently experiencing some type of change. Many of these strategic changes arise from culture change, globalisation, business process and some of them are driven by the need for organisations to reposition in order to be efficient in competitive environment. Therefore, it can be noted that competitive advantage is the goal of strategic change. There is no easy way to manage strategic change, and no simple method that will work in all cases. How change is managed will be subject to the magnitude of the challenge faced in trying to effect strategic change. So, it is important to recognize consideration of change types and organisational context in which change is to occur. Types of strategic change: There are four types of change that concerned with the extent and the nature of change. In terms of the nature of change, it is the speed with which the change is to be achieved, where changes can be based incremental or big bang approach. Arguable, it is more efficient for change in organisation to be incremental as it will give plenty time to build skills and beliefs in organisation. Nevertheless, big ban approach might be useful if organisation requires quick responses on crisis or direction changes. The extent of change required ranges across a spectrum from realignment...
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...Assignment brief Unit number and title Unit 3: Strategic Change Management Qualification BTEC – LEVEL 7 – Extended Diploma in Strategic Management & Leadership Start date 7th September 2015 End Date 28th September 2015 Assessor Pierre Arman Assignment Due Date Assignment title 25th Oct 2015 Understanding the need for and aspects of Strategic Change Management The purpose of this assignment is to provide learners with understanding and skills to assess the need for strategic change in organizations and how to empower them to take engagement actively in the process of strategic change management. Scenario It is the realities of today, change is imperative for a healthy and sustainable success of today’s organizations. To this end, every organization undergoes a change process so as to compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen organisations...
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...Diploma in Strategic Management and Leadership – Level 7 Unit 3 Strategic Change Management CONTENT Introduction Understand the background to organisational strategic change 1.1 Discuss models of strategic change 1.2 Evaluate the relevance of models of strategic change to organisations in the current economy 1.3 Assess the value of using strategic intervention techniques in organisation Understand issues relating to strategic change in an organisation 2.1 Examine the need for strategic change in an organisation 2.2 Assess the factors that are driving the need for strategic change in an organisation 2.3 Assess the resource implications of the organisation not responding to strategic change Be able to lead stakeholders in developing a strategy for change 3.1 Develop systems to involve stakeholders in the planning of change 3.2 Develop a change management strategy with stakeholders 3.3 Evaluate the systems used to involve stakeholders in the planning to change 3.4 Create a strategy for managing resistance to change Be able to plan to implement models for ensuring on going change 4.1 Develop appropriate models for change 4.2 Plan to implement a model for change 4.3 Develop appropriate measures to monitor progress Conclusion References Introduction There are numerous objectives of an arranged change. Fundamentally the objectives are meant to enhance the capacity of the association to change in accordance with changes...
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...3.1 Develop systems to involve stakeholders of RDA in the planning of change. (AC 3.1 : Develop systems to involve stakeholders of RDA in the planning of change). The family business owned by Bob bought another firm named RDA. Since there were polarities in both personal and professional relationship between the key players i.e Bob, his son Jack and Bob’s ex-life partner Betty who was also a long time associate and COO of the firm. RDA involved itself as a consultant to identify concrete goals and bring changes. The following steps and systems were used to involve the stake holders. • Conducted numerous strategic interviews with Bob, Jack and Betty on individual and group level which allowed them to express both personal and professional obstacles which was hindering the process of transition. • Implement unambiguous job description by clarifying roles and responsibilities of all stakeholders. • Developed consistent policies which were both clear and official to be strictly followed by Bob and Jack and further implementing the policies to the entire firm. • Forcing Bob to be more pro-active in giving Jack both macro and micro understanding of the business • Initiating leadership training to Bob enabling him to set limits on Jack’s unproductive approach. • Scheduling specific times for Bob and Jack to interact and revamp their personal relation. • Sitting Jack and Betty down to identify their goals and express the underlying issues. • Impart training to all stakeholders...
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...1.1 Discuss models of Strategic change with reference to Macedonia. (AC 1.1: Discuss models of strategic change). The Macedonia is located in Balkan Region and declared freedom in 1991.the population around 3 million. The country is starting to improve their economy and democratic environment with the goal to integration with European Union. Their system highly adopt to communism style and unemployment was very high. The country divided in too much variety by ethic, regional and religious and there were no democratic environment. Every place the communism style practiced and there is no way for new investment or development opportunities. Lewin's Change Management Model Unfreeze Stage The Macedonia population segmented by ethically, politically and there was no leadership system practiced. The Macedonians life style is totally communism style and there was no support to government from them. They failed to improve the economy even they have low population. The lack of democratic practices and conflict resolution create an unstable situation in the country. The Macedonian Federation of Trade Union (CCM) start the transition from communist to democratic through its lost privilege connection to the government. Mr. Tim Lewis brought in as a partner by an organization-consulting firm under contract with Swiss Agency For Development And Corporation. The CCM has to recognize the areas that need to change. The government is politically unstable and the development of economy...
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...QCF LEVEL 7 EXTENDED DIPLOMA IN STRATEGIC MANAGEMENT & LEADERSHIP STRATEGIC CHANGE MANAGEMENT ASSIGNMENT UNIT: STUDENT NAME : COLLEGE ID : TUTOR : SUBMISSION DATE : WORD COUNT : TABLE OF CONTENTS Introduction …………………………………………………………………………… 03 LO1. Understand the background to organizational strategic change 1.1 Discuss a minimum of three established models of strategic change, highlighting the differences in approach. 1.2 Evaluate the relevance of models of strategic change, and using examples from organizations, Explain why the models for change are appropriate in their selected examples. 1.3 Assess the value of using strategic intervention techniques that are used in organizations. LO2. Understand issues relating to strategic change in an organization 2.1 Examine the need for strategic change in an organization. 2.2 Show an understanding of the forces that are impacting on an organization and driving the need for Change. 2.3 Assess the resource implications of the organization not responding to strategic change. It is Expected that learners will assess the relevant financial, human and physical resources. LO3. Be able to lead stakeholders in developing a strategy for change 3.1 Develop systems to involve stakeholders in the planning of change. The systems need to be Appropriate...
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...Module Title CHANGE MANAGEMENT Assessment Type: Continuous Assignment Assessment Method: Individual Assignment Word count: 1,814 Submission Deadline: 29 July 2014 Date submitted: 29 July 2014 Lecturer: Andrew Saliba Student Name: Judit Matyas Student number: Student Signature ……………… Strategic Change within Organisational Culture at Hay Management Consultants Strategic change is inevitable and essential for a business, in order to adapt to its ever changing market environment and sustain its success within it. While strategic planning of change follows normative models of management, it takes place within the context of the unique social environment and beliefs of the organisation. Therefore the key element found influencing strategic development and management of change is the social and cultural characteristics of the organisation- its organisational culture, defined as the distinctive environment rooted in the set of shared values, visions and norms of employees and managers. The organisational culture, as a set of shared assumptions and values is encompassed within the Cultural Web; a model which portrays the internal characteristics of the company and is used to determine and analyse and all its key elements. Knowing the organisational culture’s significant influence on the adaptation to organisational change, the Cultural Web developed and adapted by Johnson and Scholes (1999) is used in order to find the most appropriate and proficient strategic method for...
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...| STRATEGIC CHANGE MANAGEMENT | FINAL ASSIGNMENT | | Abin | [Pick the date] | | Introduction: Life Insurance Corporation of India established in 1956, is the one and only public sector insurance company in India. There were many small insurance companies and provident societies worked at that time, merged together to form LIC of India. It has got wide and huge network of Insurance agents and distributors which made them popular amongst the most remote areas of India. As it belongs to public sector, it is the most trusted insurance company in India. Since 2001, LIC of India was the monopoly power in Insurance industry on India. In 2001, private insurance companies are allowed to enter the insurance sector in India. But LIC tried to maintain its market leadership through renewing and transforming its strategy. Its huge presence in both urban and rural markets is their major core competency. The products if LIC are very simple and customer friendly, so that even illiterate people could understand the policy through explaining. Its products are mainly concentrating on all the needs and demands of the customers such as, protection, life cover, savings, investments, endowment plans, women plans, child plans, micro- insurance plans etc. The major subsidiaries are LIC housing finance, LIC Nepal, LIC Lanka, LIC International, BSC etc. (www.myinsuranceclub.com). The intervention of more than 20 private insurance companies such as Bajaj Allianz, ICICI Prudential, HDFC...
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...Planning of Change Posted on December 24, 2012 by John Dudovskiy Organisational stakeholders of business need to be involved in planning strategic changes. The extent of involvement of each type of stakeholder in the planning of the change depends on a range of factors such as their influence, their importance, and the degree to which changes are going to affect them. The extent of involvement of each type of stakeholder in the planning of the change is best explained by referring to the following graph. Figure 1 Stages of stakeholder involvement in change processes Source: Change Management Toolbook (2010) On the basis of graph above, employees and managers as the main internal stakeholders at Company need to be involved in change planning process to the extent of ‘co-creating’. The degree of involvement of company’s main external stakeholders – customers, on the other hand has to be limited to ‘testing’, whereas the company’s suppliers and shareholders need to be involved in the planning of change to the extent of ‘selling’ Additionally, “decision – makers may commission market surveys or mandate market research institutes so as to early perceive emergent stakeholder groups and their claims” (Zimmermann, 2011, p.225) in order to reflect their viewpoints regarding the change initiatives. It is important to note that the system to involve stakeholders in the planning for change presented...
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...results up to 18 months. Until today, it was a family managed company with no stress and very pleasant atmosphere. “All employees were paid on a straight salary basis, with seniority the sole criterion for advancement. Some emphasis was given to increase sales each year, but none was given to reduce costs and increasing profits. Employees did indeed find the company a fun place to work, and the feeling of being a part of the family did permeate the company. Such attitudes were, however, accompanied by mediocrity, incompetence, and poor performance”. (Management) Frank Curtis made a company profitable in 18 months but had to implement immediate strategic changes in five areas: the organization's structure, employee rewards and incentives, management information systems, allocation of resources, and managerial leadership style. These changes brought several actions such as three of nine vice presidents have resigned and that four others have been terminated. Case analysis Frank’s Curtis job was to make company sales and profits compatible with Allied standards. In the period of time that has been given to you all the factors met Allied profile but there are also some other alarms regarding your managing style. It doesn’t mean you are not people orientated person. During the acquisition, you have been told to make sales...
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...DELL INC Strategic Planning at United Parcel Service (UPS) Case Analysis Name Student ID Course Code Course : : : : Harinath Mathavan 30109283 BUMGT 5926 Strategic Management of Change Contents 1.0 2.0 3.0 4.0 4.1. 4.2. 4.3. 5.0 5.1. 5.2. 5.3. 6.0 7.0 Introduction ...................................................................................................................... 2 Company Background ...................................................................................................... 2 Strategic Planning: Critical Assessment .......................................................................... 3 Strategic Problems and Solutions..................................................................................... 4 Strong Local and Regional Government Regulations ...................................................... 4 Rising Fuel Prices............................................................................................................. 4 Intense Competition ......................................................................................................... 5 Strategic Opportunities and Exploitation Strategy ........................................................... 5 Expansion of E-Business .................................................................................................. 5 Geographical Expansion .................................................................................................. 5 Business to...
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...Student Assignment Covering Form |Course/Unit Information | |Course |Pearson (Edexcel) BTEC Level 7 – Diploma / Extended Diploma in Strategic Management & | | |Leadership | |Unit No. |Unit 14 | |Unit Name |Strategic Supply Chain Management and Logistics | |Unit code |D/602/2357 | |Batch |I 1501 – SSCML - Sredharran | |Instructor Information | |Name |Sredharran Sampath | |Phone |0529059903 | |Skype | ...
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...Information: Harley Davidson’s EPS has been growing at a very strong rate for the last decade. Since 1996 the company’s EPS has grown at an extremely fast 22 % annual rate. Industry Structure: Decisional Problem: Decision Alternatives: Alternative One - Continue as before / Status Quo Alternative Two – Reposition Buell Alternative Three – Renewing the Harley Davidson Brand Alternative four – Selling Buell Statements: Vision Mission Question 4 Internal and External analysis of Harley Davidson Harley Davidson appears to be doing financially sound. This company has been around over a century now and it continues to have a strong presence in the world market for heavy weight cruisers. We will perform a strategic analysis to identify HD`s strengths, weaknesses and opportunities and threats. External analysis Porter’s five forces Internal Rivalry: The market for heavyweight motorcycles is fairly concentrated. There are only four major firms producing these motorcycles. In addition to HD the other three are Yamaha, Honda and Suzuki. HD has been a dominant player in the market with a market share of over 50% in the past. Today this market share has fallen to about 50% due to other manufacturing companies expanding their motorcycle production and through heavy marketing especially to American consumers. One of the reason why HD is losing its market share is because Japanese manufacturers have begun to incorporate popular design features of...
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