Contents 1.0 Introduction 2 2.0 Literature Review 2 2.1 Definition of Change Management 2 2.2 Need for Change 2 2.3 Barriers to Effective Change 3 2.4 Models of Change 4 2.5 Organisational Metaphors 6 3.0 Recommendations 7 4.0 Conclusion 9 5.0 References 10 6.0 Appendices 11 6.1 Appendix One – Comparison of Change Models 11 6.2 Appendix Two - Archetypical Metaphors for Organisations 1 1.0 Introduction The purpose of this report will be to critically review a contemporary
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a rational approach to strategic decision-making is deemed most appropriate. However, the strategy developed may not survive in its original form upon execution. Accordingly, these strategies have to be adjusted to meet the current challenges. Emergent strategies that were unplanned would also need to be exploited for competitive advantage. At the end of the course, students should be able to do a thorough strategic analysis of any organisation starting from the formulation stage until the
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UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti
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RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient
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| | | Contents Introduction 2 Strategic Management 3 Strategic ‘fit’ of the ECBM 4 Environmental Analysis 5 The Micro Environment 7 Resources Analysis (Strategic Capability) 9 Evaluation of the Strategy 10 Future Strategic Options 11 Internal development 11 External Development 12 Evaluation
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The Illusion of Leadership Directing Creativity in Business and the Arts Piers Ibbotson The Illusion of Leadership This page intentionally left blank The Illusion of Leadership Directing Creativity in Business and the Arts Piers Ibbotson © Piers Ibbotson 2008 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission
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Systems Thinking: Managing Chaos and Complexity This Page Intentionally Left Blank Systems Thinking: Managing Chaos and Complexity A Platform for Designing Business Architecture SECOND EDITION Jamshid Gharajedaghi AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803
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OPERATIONS MANAGEMENT -1 Term 2, B2014-16, Oct-Dec 2014 Operations Strategy OPM 1 Term 2, B2014-16, Oct-Dec 2014 Session 02 Operations Strategy Prof. Kedar P. Joshi MISSION & STRATEGY OPM 1 Term 2, B2014-16, Oct-Dec 2014 Session 02 Operations Strategy Prof. Kedar P. Joshi 2 Developing Missions and Strategies Mission statements tell an organization where it is going The Strategy tells the organization how to get there OPM 1 Term 2, B2014-16, Oct-Dec 2014 Session
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the Consultants • Conflicts between Consultants and Internal Staff • Power Balance Upset and No Authority Delegation to Employee • Resistance to Change • Poor Communication Channels • Insufficient Control and Evaluation • Poor Leadership • Poor Recruitment • Cost Reduction Strategy Limit Business Development in Long Term • Pleasing Culture The recommendations to address the major problems and concerns are as following: • Building Up the Proper Steps (Six Steps to Effective
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........... 1 1.1: Discuss models of strategic change ................................................................................................... 1 Kurt Lewin’s 3 phases Change Theory .................................................................................................. 1 McKinsey 7-S Model.............................................................................................................................. 2 Kotter’s 8 Step Change Model ...........................
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