Managing Strategic Change

Topics: Management, Strategic management, Project management Pages: 16 (5574 words) Published: June 20, 2013
TEI of KAVALA

Managing Strategic Change
Case Study: Managing Strategic Change in an Organizational Context

Course: Business Strategy
Lecturer: Dr.GeorgiosTheriou
Student: Svetenco Marcela
JakubGabris

Contents
Introduction……………………………………………………...………3

The general Concept of Management Theory……….………………….4

The concept of Change and Change Management...…..………..………7

Principles of Strategic Management………………………...…..……..10

The Change Strategy. The difficulty of Change………...………..……12

Leading and Managing Changes…………..…………………………..15 Case Study:
Managing Strategic Change in an Organizational Context……….…...18

Conclusion…………………………………………………….….…....21

References……………………………………………………………...22

Introduction
The evolution of economic crisis, the hidden crises produced by the globalization and its effects on various internal markets mostly in USA; the corporate culture generated by the changes in the hierarchies of management and the pressure made by diverse monetary institutions are, in the opinion of Amalia Sterescu (2012), some of the several factors that make the strategies in business not to last too long or to need full overviews and drastic changes. In this way appears the need for managers to manage the cultural context of the organization so as to achieve strategic change and an adaptive organization to sustain the change for long term success. Managing the cultural context of the organization for achieving strategic change is not an easy mission. In order to obtain this we need first to know the general concept of management theory, the concept of change and change management. And since change management strategies are directly influenced by principles of strategic management (Burnes 1996, quoted in Ströh, 2005), we will need to study and try to understand it first too. Another way of analyzing and learning about the managing of strategic change or any other subject in general, is through examples. Knowing more real cases about how other managers implemented new strategies in their business and how those strategies affected the life of their business makes our studying easier and clearer, that’s why this work includes a case study in a real company which will show us how a change was implemented.

The general Concept of Management Theory
There are a number of definitions for ‘Management’ by different experts and the contributors of different schools of management: Donald J. Cough defines management as, "Management is the art and science of decision making and leadership." “Management is art of getting things done through people.” says it in a more philosophical way Follett M. P. (1918) In a more simple way,Louis Allen defines "Management is what a manager does" suggesting the difficulty of defining management, the shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or class. The web encyclopedia defines the management in a more particular and detailed way saying that it is that field of human behavior in which managers plan, organize, staff, direct, and control human, financial resources in an organized group effort in order to achieve desired individual and group objectives with optimum efficiency and effectiveness. At first, one views management functionally, such as measuring quantity, adjusting plans, meeting goals,forecasting. This applies even in situations when planning does not take place. From this perspective, Henri Fayol (1916) considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating and controlling. In a lot of sources we’ll find though the forecasting and organizing functions linked together. So, here we have the 5 functions of management which are relevant to discussion about management roles and action according to Fayol (1960): 1. to forecast and plan-examine the future and draw up plans of action; 2. to organize-build up the structure, material and...

References: * Carnall, C. A. (1999). Managing Strategic Change: An integrated Approach, Great Britain: Pergamon Journals Ltd.
* Fayol, H. (1916). Administration industrielle et générale - prévoyance organization - commandment, coordination – contrôle, Dunod, Paris
* Filicetti, J
* Griffin , R. W. (2002). Management, (7th ed.) Massachusetts: Houghton Mifflin.
* Hunt, J. (2000) .Top 7 Strategies for Change in an Organization. Retrieved on 18/05/12 form http://Top7Business.com/?expert=Jim_Hunt
* Kotter, J
* Newcomb , T. M. Hartley, E. L. (1982). Readings in Social Psychology, New York: Wiley.
* Peters, T. (2005). Recommendations in respect of employee empowerment, Jarvis
* Senge, P
* Senge, P. M. Roberts, C. Ross, R. B. Smith, B. J.; and Kleiner, A. (1994). Fifth Discipline, Fieldbook, New York: Doubleday.
* Ströh, U. M. (2005). An experimental study of organizational change and communication management, Pretoria
* Stark, J
* Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World, California: Berrett- Koehler Publishers.
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