Strengthening organizational change processes The article begins noting many organizational change efforts fail or do not fully meet stated goals or objectives resulting in a variety of negative outcomes‚ including sunk costs‚ organizational ineffectiveness‚ customer dissatisfaction‚ low morale‚ high turnover‚ and wasted resources. (Whelan-Berry‚ et. al.‚ 2003). This is because the executives’ vision is not uniformly implemented and it is not uniformly embraced. Why‚ is the question‚ what happened
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Strategic Management Journal Strat. Mgmt. J.‚ 28: 431–453 (2007) Published online 5 February 2007 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/smj.597 Received 21 July 2004; Final revision received 3 August 2006 INFLUENCES ON STRATEGIC DECISION EFFECTIVENESS: DEVELOPMENT AND TEST OF AN INTEGRATIVE MODEL SAID ELBANNA1 and JOHN CHILD2 * College of Business and Economics‚ United Arab Emirates University‚ Al Ain‚ United Arab Emirates 2 Birmingham Business School‚ University of
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Strategic organizational change: the role of leadership‚ learning‚ motivation and productivity Steven H. Appelbaum Faculty of Commerce and Administration‚ Concordia University‚ Montreal‚ Quebec‚ Canada Normand St-Pierre Canadian Imperial Bank of Commerce‚ Montreal‚ Quebec‚ Canada William Glavas Pratt and Whitney Canada‚ Montreal‚ Quebec‚ Canada Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership‚ learning‚ motivation and productivity. Theoretical
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Strategic Management SIM336 Leadership and Organisational Strategic Change. Student A Student No. xxxxxxxxxx Module Leader: Derek Harwood Hand In Date: 13th January 2012 Word Count. 3047 Contents Pages 1.0 Introduction ....................................2 2.0 Introducing Michael O’Leary and Stelios Haji-Ioannou ............2 2.1 Application of theory to O’Leary and Stelios analysis ............3 2.1.1 Philosophical strategic approach ...........
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Why are strategic decisions different from other kinds of decisions? How? Why? Strategic decisions differ from other kinds of decisions because they are broad in scale‚ resource intensive‚ long term in nature‚ and surrounded by uncertainties. Strategic decisions are rare and usually have no precedent to follow‚ they are significant‚ resource intensive and require a lot of commitment at all levels. In addition‚ strategic decisions set the standard upon which lesser decisions and future actions
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Strategic Management Processes Strategic management is a combination of three main processes which are as follows: Strategy formulation Performing a situation analysis‚ self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental. Concurrent with this assessment‚ objectives are set. These objectives should be parallel to a timeline; some are in the short-term and others on the long-term. This involves crafting vision statements (long term
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Strategic Management Processes Strategic management plays a significant role in successful organized business. Awareness of the company environment including competition and processes enables managers to make better decisions for more efficient operation. Through strategic management processes maximum efficiency and profitability are more easily attained. Components of Strategic Management Strategic management involves environmental scanning. Externally one must know the organization’s
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Lines‚ R. (2004). Influence of participation in strategic change: Resistance‚ organizational commitment and change goal achievement. Journal of Change Management‚ 4(3)‚ 193-215. doi:10.1080/1469701042000221696 The main idea of this study is to analyze the influence of participation in the strategic change process. Lines (2004) evaluated five hypotheses‚ which state‚ 1) participation in strategy processes has a positive relationship on the organization’s post change effectiveness‚ 2) resistance
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Causes of Organizational Change This is a time of unprecedented change in our society. The changes one experiences are happening at faster and faster rates. As examples‚ the telephone‚ radio‚ TV‚ and microwave weren’t even in use decades ago‚ and today these gadgets are commonplace‚ along with the computer‚ Internet‚ and fax machine. In just a few months‚ the technology that an organization uses on an everyday basis may be outdated and replaced. That means an organization needs to be responsive to
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Organizational Diversity Processes I. Women and Minorities in Today’s Organizations * Glass ceiling – is a concept popularized in the 1980s to describe a barrier so subtle that is transparent‚ yet so strong that it prevents women and minorities from moving up in the management hierarchy (Morrison and Von Glinow) * The Equal Employment Opportunity Commission reports that “color discrimination in employment seems to be on the rise”. Recent studies have found that black job applicants with
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