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Macro environmental analysis ieka
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Organizations are dynamic entities. They consist of tangible resources (people, methods, equipment, information, finance and materials) and intangible resources (brands, trademarks, patents, reputation, motivation, goodwill, copyright, copy-left and other forms of intellectual property). Businesses do not exist in a vacuum. They affect and are affected by their environment (micro, macro, physical and intellectual). The four cases presented in the next section covers three broad industrial sectors – public sector, non-profit and private tertiary education provider. These cases provide background material to explore the philosophies presented in the learning resources. They contain a direct experiential component outlining the author’s change management role and contribution to the change management efforts in these organizations during his career.
Contribution to Organizational Change
Public Sector
Case 1a. I worked for 11 years in the public sector from 1985 to 1996. There were over five hundred employees in my department. In 1988 the Department’s records were converted from a manual system of ledgers to a computerized system. The system analyst liaised with the employees of the department to ensure that the necessary requirements were captured in the systems analysis phase of the project. Procedure manuals were rewritten to capture the current workflows and methods for carrying out the tasks. In the implementation phase we experienced a number of bottlenecks. The changeover process had a few delays that resulted in a backlog of work at least six months. Before the introduction of the new system, deadlines were met and the records were up-to-date. The delays adversely affected the motivation of the staff.
Case 1b. The g...
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... networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.
Graetz, F., & Smith, A. C. (2010). Managing organizational change: a philosophies of change approach. Journal of Change Management, 10(2), 135-154.
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57, 65–75.
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Porter, M. E. (2008). The five competitive forces that shape strategy. Special Issue on HBS Centennial. Harvard Business Review 86(1).
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
S, Rawat 2001, Organisational Change and Forces Prompting Change, Academic Paper Review, Shovoong viewed on 2nd April 2011, on http://imgs.shvoongstatic.com/images/2011/_v_070420111027/scp.PNG">
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Miller, D and Friesen, P (1980) ‘Momentum and revolution in organisational adaptation’, Academy of Management Journal, 23/4: 591-614
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...