Managing Strategic Change
- Created by: Bschaper20
- Created on: 04-12-18 13:20
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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
- Reasons for Resistance to change
- 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
- Internal
- 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
- Forces driving Change
- 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
- Culture consists of factors such as:
- 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
- "The way we do things around here"
- Kotter and Schlesinger
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