Strategic Management

Topics: Change management, Strategic management, Management Pages: 11 (3676 words) Published: April 28, 2013


Strategic change management

Faculty Name: Mr. Michael Oriola

Submitted by: Ravinder Reddy Yadla
Student ID: E19931
Group - D


1. Introduction3

2. Task 13-6

3. Task 26-7

4. Task 37-10

5. Task 410-11

6. Conclusion12

7. Bibliography13

What exactly is this change in an organization? There is famous saying that there is only one constant today that is change’. In real sense this is word which has actually bought change very fast change. As we know the countries like India and china that has phenomenally grown there economies in this 10 years where they have actually shown the different countries what actually change is. It was a time when organization hold by government dint was known to be like slow and steady but today there also it has been experienced an organizational change. So here we will discuss the issues that drives the need for change in an organization for which there are different approached by which one can have clear understanding. At the same time it is also important that one should seek the participation of stakeholders as value where the value has to be created for them. So the understanding of organizational change management we have chosen NOKIA where it has brought t many changes since from it s very inception in terms of work culture, employee satisfaction, service, environment etc. here we will develop an understanding of the models by different models and also the role of stakeholders. As we know NOKIA is a company manufacturing mobile handsets where there are many number of employees working together for the achievement of organizational goal. So there they need to have a work culture which should provide employees the maximum benefits, and what ever changes an organization brings it should best in the favor of employees. And at the same time they also need to have a clear understanding of there stakeholder viewpoint and thus they should implement the models for ensuring on going changes. Task 1

In order to understand and have the clear understanding of change management there are different models which can be referred. So here we will understand the three models of strategic change which are- 1. John Kotter's 8 step process

* Increasing urgency- here one need to identify for the opportunities and should be able to examine the competitive realities and also the information where by comparing our system with there that does the change is really required. * Build a guiding team- as we for building a team there should a leader who is able to motivate his subordinate which in turn can lead them to the path of change management. * Getting the vision right- it is also necessary that one should make a vision to direct the change and then should formulate strategies. * Communicating the vision- it is also important to communicate the vision made by the leader so that they are clear by the work which they have performed. * Empowering action- in this we need to remove certain barrier which stops an organization from bringing change. * Create a short term wins- the people should be rewarded for there performance. * Do not let up

* Then lastly we need to make change stick.

2. Burke and Lit win model
This very model is very important to understand where this model brings changes in the performance of a team where it crates a link between performance and internal and external factors. As we know today this external and internal factor are the one which badly affects the performance of employees in which external factors which are most dominate and which forces the company to bring change in its mission, vision, and different strategies. This model also says that there are 12 key dimensions that actually bring about a series of change which are like as discoed above external environment, systems, work culture, value and...

References: Conger, J., Spreitzer, G., & Lawler, E. (eds.). (1999). Leader’s change handbook. San Francisco: Jossey-Bass.
Beckhard, R. & Harris, R. T. (1987). Organizational transitions: Managing complex change (2nd ed.). Reading, MA: Addison-Wesley.
Brown, S. & Eisenhard, K. (1998). Competing on the edge: Strategy as structured chaos. Cambridge: HBS Press.
Bunker, B. B. & Alban, B. T. (1997). Large group interventions: Engaging the whole system for rapid change. San Francisco, CA: Jossey-Bass.
Christensen, C. (2000). The innovator’s dilemma. New York: HarperBusiness.
Collins, J. (2001). Good to great: Why some companies make the leap and others don 't. New York: HarperCollins.
Conger, J., Spreitzer, G., & Lawler, E. (Eds.). (1999). Leader’s change handbook. San Francisco: Jossey-Bass.
Kotter, J. (1992). Leading change. Cambridge, MA: HBS Press.
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