Professional Documents
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51110 / MKT3002
LECTURE Twelve
Nature of change
Management role
Incremental Transformational
change change
Proactive Tuning Planned
transformational
Reactive Adaptation Forced
transformational
Learning organisation: ‘is capable of benefiting
from the variety of knowledge, experience and
skills of individuals through a culture which
encourages mutual questioning and challenge
around a shared purpose or vision’.
(Johnson & Scholes 1999, p. 498)
Cultural web
◦ Stories, symbols, power, organisation,
controls, rituals and routines, and paradigm.
Forcefield analysis
An openness to change
Zoneof uncomfortable debate (ZOUD):
‘encompasses sensitive aspects of the
organisation and managerial attitudes and beliefs
which tend to be avoided in open discussion’.
(Johnson & Scholes 1999, p. 498)
Characteristics:
◦ Sensitive to internal and external context of change (eg.
values & beliefs of organisation, environmental factor
-competition)
◦ Understand the required strategic architecture.
◦ Employ appropriate style of managing change.
◦ Have visionary capacity, good at team building and
playing, self-analytical.
Middle managers
Middle managers are implementors of
strategy and their roles include:
◦ Allocation and control of resources;
◦ Monitoring performance and behaviour of staff
members
◦ Explaining strategy to their subordinates.
They could also be blocking the change
process.
Other organisational
members
External stakeholders
◦ Influences will be based on their level of interest and
political power.
◦ Approaches to managing change will differ from different
stakeholders.
Outsiders
◦ A new CEO – brings a fresh perspective on the
organisation.
◦ New middle and senior executives – require adequate
support from the CEO to manage the change process
effectively.
◦ Consultants – the symbolic importance of the change
process.
Managing strategic
change and strategic
management
Environmental assessment
◦ Managers and staff in the organisation should
continually monitor the environment to determine the
effectiveness of the changed process.
Leading change
◦ Managing change is not just a concern of following a set
of activities.
◦ Changes should be made on the basis of organisational
context and the values and beliefs within the
organisation.
Linking strategic and operational change
Strategic human resources management
◦ Integrating HR policies with the strategies and the strategic
change process. Eg. Training, salary packages.
(Cont)resources).
◦ Strategic direction aims to achieve competitive advantage.
Understanding types of strategic change
Diagnosing strategic change needs
Managing strategic change processes
Roles in the change process
Managing strategic change and strategic
management
Lecture 12 review
Unit revision.
Next lecture and tutorial
Exam preparation.
No tute