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Challenges faced in strategy implementation
Challenges faced in strategy implementation
Strategic leadership and change management
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Introduction
In order to compare and contrast these change management and strategic management, we need to know what each one stands for. Change management is the change that occurs in the management of change and also the development that occur within the business or organization. Strategic management is the setting of objectives, which are analyze by the competitive of it environment and it also analyze by the internal organization which evaluate strategies and ideas that could ensure management. The paper would provide example why this two change management and strategic management have in common. The paper would also go into detail how this two management, change management and strategic management are different.
Compare
Change management
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Change could create emotional such as anxiety and fear. Both change management and strategic management go through this process when change going occur.
Strategic management and Change management is similar to each other because they both could create fear, when the person is unsure or unknown can also block change and it also lack creating resistance. Another way that Strategic management is a like because strategic management have the trait of ,“Managers therefore have to enhance their ability to recognize and exploit framing dynamics” (Cox, Buck, & Morgan, 2016) and it like how Change management needs a planned organizational change and it requires details and activities that will occur to meet the organizational goal. Both of these management come up with things that will better there organization. Strategic management and change management both have positive outcome to make management better, Strategic management feel like, “firms are not the only actors capable of deliberately framing an issue or changing how an issue is framed” (Cox, Buck, & Morgan, 2016) and change management feel like taking, “various external forces of change impacting on both small and big firms”( Bach &
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Strategic management is dissimilar to change management because it has a poor or maybe strategic management may not have a plan that does not existent. Through change management perspective, they examine other drivers that influence the employee’s resistance to change. They support their employees though the process of change. Strategic management does things quite different from change management, strategic management is, and “the result is a deficient process that invariably fails to yield the expected results from effort”.( Menkhoff, & Wah, 2008) What change management could do is stop treating the resistance as a problem employee, and understand the many factor that that drive resistance and manage it and this will help the employee to change in management. Strategic management does not require evaluation or feedback mechanism and it also has limited the linkage between plans and the actions that will
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
Generally, strategic management is a set of managerial decisions and actions that determines the long-term performance of a company, involving both internal and external environmental scanning, strategy formulation, strategy implementation, and evaluation and control. According to the study of strategic management, the corporation should concentrate on monitoring and appraising outside opportunities and threats based on an organization’s strengths and weaknesses (Thomas Wheelen and David Hunger, 2012).
Change management is associated with processes and mechanisms envisioned to change initiation within the control (Kotter, 2011). It involves in decision making to setting up a goal, develop necessary process and assigning the available resources to achieve that goal by effective planning and costing (Hayes, 2010). Therefore, change management focuses on whole business process and leadership directs the company toward its vision.
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
Change management is an approach to transition individuals, teams, and organizations to a desired future state. It helps the organization to transit from ‘where they are’ to ‘where they want to be’. Change Management is essential as it helps in :
According to Sullivan and Decker there is a ten-step process to implement change (Sullivan & Decker, 2009). In the first three steps the manager must identify the problem or opportunity, collect the necessary data and information and analyze that data. The purpose of collecting and analyzing the data is to identify potential solutions and consequences of the change (Sullivan and Decker). After the data is analyzed the manager should develop a plan for change. This plan should include the time frame in which the change will take place and also the resources the manager has available and ones that are needed (Sullivan & Decker). The next step is to identify the supporters and opposers of the change. This is an important step because the enthusiasm of supporters can be contagious. When key supporters are given authority to make changes, they can be effective in leading others to support the change, and the change is more likely to succeed (Sullivan & Decker). Some people are very resistant to change. By identifying those who oppose the change it will give the management to work with those people or have them leave the organization. Change is...
According to Wheelen & Hunger, strategic management “is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control” (2004, p2). All eleven good to great companies are benefit from strategic management and gain long term strategic advantage then lead to outperforming compared companies.
Strategic management is the ongoing process of ensuring a competitively superior fit between the organization and its ever-changing environment (Kreitner, G13). Strategic management serves as the competitive edge for the entire management process. It effectively blends strategic planning, implementation, and control. Organizations that are guided by a coherent strategic framework tend to execute even the smallest details of their mission in a coordinated fashion. The strategic management process includes the formulation of a strategy/strategic plans, implementation of the strategy, and strategic control. A clear statement of the organizational mission serves as the focal point for the entire planning process. People inside and outside the organization are given a general idea of why the organization exists and where it is headed. Working from the mission statement, management formulates the organization's strategy, a general explanation of how the organization's mission is to be accomplished. Then general intentions are translated into more concrete and measurable plans, policies, and budget allocations. Implementation is the most important part of the strategy. Strategic plans must be filtered down to lower levels to be success. Strategic plans can go astray, but a formal control system helps keep strategic plans on track. In the strategic management process general managers who adopt a strategic management perspective appreciate that strategic plans require updating and fine-tuning as conditions change. Given today's competitive pressures, management cannot afford to let strategic plans sit as is. A strategic orientation encourages farsightedness. Sun Microsystems Inc. is one company that developed a strategy to become the competitive leader and become the most reliable in the net business. I will explain how Sun's strategy integrates their marketing, management, technology, and service functions into one effective strategy. First I'll discuss who Sun is and what encouraged them to develop their strategy.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
On the other hand we have the explanation of strategic leadership: Strategic leadership is the process of using well considered tactics to interconnect a vision for a group or one of its parts. Strategic leadership typically manages, motivates and persuades staff to share that same vision, and can be an important tool for implementing change or creating organizational structure within a
From information gathering and research, organizational change management is similar in a way that psychology explores people’s behaviors in the workplace by creating theories and set of principles to compliant with the o...
... Worley, C.G. 2006, p.11) is two significant factors that make the organization’s change difficult. Management systems are designed affects every level in the organization structures and processes when make change. On the other hand, people rewarded for stability impact organizational change seriously because people like working in a stability environment and they resist change. It is very difficult for organization to make changes in those two areas.
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
This essay will look at strategic management processes and how they can be used to improve organisational performance; it will also describe how strategic management processes have the ability to lower organisational performance.
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).