Managing Strategic Change
TEI of KAVALA
Managing Strategic Change
Case Study: Managing Strategic Change in an Organizational Context
Course: Business Strategy
Lecturer: Dr.GeorgiosTheriou
Student: Svetenco Marcela
JakubGabris
Contents
Introduction……………………………………………………...………3
The general Concept of Management Theory……….………………….4
The concept of Change and Change Management...…..………..………7
Principles of Strategic Management………………………...…..……..10
The Change Strategy. The difficulty of Change………...………..……12
Leading and Managing Changes…………..…………………………..15
Case Study:
Managing Strategic Change in an Organizational Context……….…...18
Conclusion…………………………………………………….….…....21
References……………………………………………………………...22
Introduction
The evolution of economic crisis, the hidden crises produced by the globalization and its effects on various internal markets mostly in USA; the corporate culture generated by the changes in the hierarchies of management and the pressure made by diverse monetary institutions are, in the opinion of Amalia Sterescu (2012), some of the several factors that make the strategies in business not to last too long or to need full overviews and drastic changes. In this way appears the need for managers to manage the cultural context of the organization so as to achieve strategic change and an adaptive organization to sustain the change for long term success.
Managing the cultural context of the organization for achieving strategic change is not an easy mission. In order to obtain this we need first to know the general concept of management theory, the concept of change and change management. And since change management strategies are directly influenced by principles of strategic management (Burnes 1996, quoted in Ströh, 2005), we will need to study and try to understand it first too.
Another way of analyzing and learning about the managing of strategic change or any other subject in general, is through examples. Knowing more real cases about how
Managing Strategic Change
Case Study: Managing Strategic Change in an Organizational Context
Course: Business Strategy
Lecturer: Dr.GeorgiosTheriou
Student: Svetenco Marcela
JakubGabris
Contents
Introduction……………………………………………………...………3
The general Concept of Management Theory……….………………….4
The concept of Change and Change Management...…..………..………7
Principles of Strategic Management………………………...…..……..10
The Change Strategy. The difficulty of Change………...………..……12
Leading and Managing Changes…………..…………………………..15
Case Study:
Managing Strategic Change in an Organizational Context……….…...18
Conclusion…………………………………………………….….…....21
References……………………………………………………………...22
Introduction
The evolution of economic crisis, the hidden crises produced by the globalization and its effects on various internal markets mostly in USA; the corporate culture generated by the changes in the hierarchies of management and the pressure made by diverse monetary institutions are, in the opinion of Amalia Sterescu (2012), some of the several factors that make the strategies in business not to last too long or to need full overviews and drastic changes. In this way appears the need for managers to manage the cultural context of the organization so as to achieve strategic change and an adaptive organization to sustain the change for long term success.
Managing the cultural context of the organization for achieving strategic change is not an easy mission. In order to obtain this we need first to know the general concept of management theory, the concept of change and change management. And since change management strategies are directly influenced by principles of strategic management (Burnes 1996, quoted in Ströh, 2005), we will need to study and try to understand it first too.
Another way of analyzing and learning about the managing of strategic change or any other subject in general, is through examples. Knowing more real cases about how
References: * Carnall, C. A. (1999). Managing Strategic Change: An integrated Approach, Great Britain: Pergamon Journals Ltd. * Fayol, H. (1916). Administration industrielle et générale - prévoyance organization - commandment, coordination – contrôle, Dunod, Paris * Filicetti, J * Griffin , R. W. (2002). Management, (7th ed.) Massachusetts: Houghton Mifflin. * Hunt, J. (2000) .Top 7 Strategies for Change in an Organization. Retrieved on 18/05/12 form http://Top7Business.com/?expert=Jim_Hunt * Kotter, J * Newcomb , T. M. Hartley, E. L. (1982). Readings in Social Psychology, New York: Wiley. * Peters, T. (2005). Recommendations in respect of employee empowerment, Jarvis * Senge, P * Senge, P. M. Roberts, C. Ross, R. B. Smith, B. J.; and Kleiner, A. (1994). Fifth Discipline, Fieldbook, New York: Doubleday. * Ströh, U. M. (2005). An experimental study of organizational change and communication management, Pretoria * Stark, J * Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World, California: Berrett- Koehler Publishers.