Managing Strategic Change

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  • Managing Strategic Change
    • Kotter and Schlesinger
      • Reasons for Resistance to change
        • Different Assessment of the situation
        • Misunderstanding
        • Low tolerance and Inertia
        • Self Interest
      • Overcoming Resistance to Change
        • Education & Communication
        • Participation & Involvement
        • Facilitation & Support
        • Co-Option & Manipulation
        • Negotiation & Bargaining
        • Explicit & Implicit Coercion
    • Lewin's Force field Model
      • Forces driving Change
        • Internal
          • Desire to increase profitability and other performance measures
          • Conflict between departments
          • The need for greater flexibility in organisational structures
          • The need to reorganise to increase efficiency and competitiveness
        • External
          • Greater competition
          • P.E.S.T.L.E
      • Forces restraining change
        • Parochial self interest
        • Habit
        • Misunderstanding of the need for or purpose of change
        • Low tolerance of change
        • Different assessment of the situation
        • Economic implications
        • Fear of the unknown
        • organisational barriers to change
          • Structural inertia
          • Existing power structures
          • Resistance from work groups
          • Failure of previous change initiatives
    • Organisational Culture
      • "The way we do things around here"
        • Culture consists of factors such as:
          • The shared values of a business
          • The beliefs and norms that affect every aspect of work life
          • The behaviours typical of day-to-day behaviour
      • The culture of a business is reflected in many ways – including the following:
        • How employees are recruited
        • The way that visitors and guests are looked after
        • How the working space is organised
        • The degree of delegation & individual responsibility
        • How long new employees stay in a business
        • The responsiveness of communication
      • Strong culture
        • Staff understand and respond to culture
        • Little need for policies and procedures
        • Consistent behaviour
        • Culture is embedded
      • Weak Culture
        • Little alignment with business values
        • A need for extensive bureaucracy & procedures
        • Inconsistent behaviour

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