Creative Report On Strategic Change Management Business Essay

Creative Report On Strategic Change Management Business EssayEvery face goes by dint of transfigure b arely the question lies do they know the occupy for alternate. Why are they going through transmit. Have the employees understood the need for this stir? Strategic wobble forethought is self-make when thither is participation from stakeholders, employees, the leader etc.According to Bevington (2012) Strategic tack affects employees, who hit resistance because they do not sympathize the need for transplant and how will it bene ensure them. Some will resist alternate because they like the way things are and dont want anything to motley also known as the spot quo. Business organisations need to make sure that there are fit strategies in place to overcome this resistance and implement transmute. This compound has to be perpetually monitored to overcome any negative outcomes.According to McMillan (2008) Kurt Lewin developed a convert trouble outline known as the force field analysis. He demo that there are forces driving for motley, forces repelling change. There is a need to balance out both these forces and ensure that change takes place smoothly.Forces for change allow inLewin four forces of changeMiner (2007). Organisational behaviour 4 from theory to practice.Burnes (1996) states that, there is the management on one end trying to implement change and employees on the former(a) end who do not understand the need for change. They are affected by the sudden disruption in their smooth twenty-four hours to day work. Therefore, there follows forces that are for change and forces that resist change. These forces loafer be internal or external.Internal forces that drive change are cultural differences between employees, conflicts with other departments repay satisfactory to competition or performance, a want for increasing profitability.The External forces that drive change in an organisation would be invigorated legislation and taxe s, politics, competition, customers ask and expectations introduction of newfound technology.According to Beer (2000) Lewins 3 format ride Unfreeze- Change- Refreeze is a very principal(prenominal) tool that can be employ for change. The first spot consumes unfreezing, that is to create the platform for change. The second stage is change by bringing to the highest degree transition via communication explaining why this change is beneficial and why there is a need for to implement this change. The three soma submits refreezing by establishing stability and letting singulars reconnect to their familiar environment. Refreezing helps in changing the low productivity state to a higher one.In this report examples of CORUS and AEGON cast been provided. Corus is one of the worlds leading steel companies, which produces heavy plates for construction, shop building, energy, semi finished products for re rolling and rod for telegram drawing etc. AEGON is one of the worlds largest life insurance and pension companies. It has 27,000 employees and over 25 million customers worldwide.Q1 Learners need to show that they understand the background to organisational strategicalal changeDiscussing computer simulations of strategic changeEvaluating the relevance of models of strategic change to organisations in the current economyAssessing the rank of using strategic intervention techniques in organisationsAns)Discussing models of strategic changeChange go ons due to different figures, it can be due to stakeholders, internal or external factors. The internal and external factors contribute to the force of change. The models that are utilize to implement change successfully are explained in detail. ADKAR, KOTTERS 8 Step model and Mckinseys 7s model are all utilise for strategic change.ADKAR According to Hiatt (2006) the ADKAR change management is a management model that assists with change. It concentrates on change at personal aim, and how to go about making that singular accept the need for change and work for the organisation with full pauperism and co-operation. ADKAR was developed by Jeff Hiatt. Originally it was used to determine if change strategies were bringing the required results. Now days it is used to identify gaps to support the change deal.The Five Elements of ADKARIn tramp for successful change each step of ADKAR needs to be followed.Awareness Awareness is to create an understanding for the requirement for change That is, what are the benefits of change, why is it necessary, what happens if we dont implement change etc Hiatt (2009).Desire Desire is to create the need to take part in the change leadershiphip plays a very important role in desire. The leader has to motivate and influence the staff that they get encouraged for change Hiatt (2009).Knowledge To deem knowledge so the employees know what needs to be changed and how to go about changing that, example- explaining new tasks, providing training, understa nding new roles Hiatt (2009).Ability Ability to implement change this can be done by monitoring, providing involvement, performance euphonyment etc Hiatt (2009)Reinforcement- Reinforcement to strengthen the changes by rewards, recognition, feedback, performance measurement and audits. Hiatt (2009)The ADKAR model can be used to monitor progress, identify employee resistance, an instrument for coaching by managers etc. The ADKAR Model can be used to ensure that there are smooth trading operations and that cultural change is taking place effectively. It can be used to fill the gaps in spite of appearance the organisational change strategies. Prepare individuals for change and emphasise areas of receipts.Evaluating the relevance of models of strategic change to organisations in the current economyStrategic change is a field in strategic management. It is a very important ascertain of strategic management. It is important to balance the changes that are associated with technologica l change, competition that can pose threats etc. The strategic change models help in assessing the situation and improving it. hence models are very important in bringing about strategic change management.Assessing the value of using strategic intervention techniques in organisationsStrategic cooking is very important for strategic change to take place. Strategic intervention is all about creating plans, taking action and implementing strategies that would meet customers requirements. Intervention is to balance the process of change in the macro and micro environment.Mckinseys 7S model According to Witcher (2010) the 7S model was developed by Mckinseys Consulting, it shows how to organise an organisation effectively and is based on 7 key fundamentals.It is split into two groups that are hard elements and soft elements.The hard elements are tangible, whereas the soft are intangible.hard and soft elements of 7s modelFramback (2001) Creating customer value through strategic marketin g planning a management approachThe 7S ModelPlant (2001) E-Commerce formulacion de una estrategiaThe 7S Model where all fundamentals are interrelated.divided up values are the nearly important in an organisation. It forms the basis for culture, performance and links the structure, system, strategy into the framework. Therefore it is highly important to chip in a proper culture.Structure The structure the organisation operates on much(prenominal) as coordination, task allocation, super hallucination etc. To bring about smooth operations have day-after-day meetings Witcher (2010).Strategy Strategy is the plan created to succeed and have a competitive advantage. Eliminate waste and incr alleviation turnover by installing KAIZEN etc Witcher (2010).Systems The system that supports the firms such as IT, accounting, resource allocation, financial reporting etc. Introduce a good pay structure for the new team Witcher (2010).Shared Values The dual-lane values are the core values of an organisation. The mission and vision of the organisation is very important to have a common shared value. Respecting their values and continuously striving for perfection Witcher (2010).Style Style how the organisation is run, democratic, autocratic, lassie faire.etc. A leader that coaches and motivates can ensure smooth change. A leader who is trained in emotional intelligence can empower employees Witcher (2010).Staff The employees are the number of people within the organisation the various departments and keeping in mind their cultural views Witcher (2010).Skills The skills that individuals bring to an organisation. Allow employees to take decisions Witcher (2010).The 7s model is to analyse the situation, identify gaps, fill those gaps and use the fundamentals to achieve those goals. 7S QuadrantsPLANT (2001) E-Commerce formulacion de una estrategiaEXAMPLE- The CORUS workforce understood the need for change and had a clear vision They wanted to achieve 15% return on assets by pr oductive sales of products, solution and expertise to customers in the industrial markets and construction. Corus planned to achieve this by using the resources available and driving its cost down and increasing productivity. It also seeks out new skills and expertise. CORUS management may have used the KOTTERS 8 step model to bring in change. The Kotters 8 step model is explained in detail below, it illustrates the extremity of the change, the vision that exists, how to go about communicating that vision, empowering the employees and motivating them to work towards the change. CORUS personnel introduced new values in the organisation that helped it move forward.Kotters 8 Step Model- According to Sabri (1967) Kotters 8 step model is used to find elements that are important to organisational change.KotterSabri (2007). Purchase order management best practices process, technology, and change management.1. Create a sense of urgency- Creating a sense of urgency by finding the weakness and strengths of an organisation, examining the markets and completion Sabri (1967).2. Develop a powerful coalition- By bringing together a skilful team to implement change successfully and forming strategies to achieve the vision Sabri (1967).3. Create a Vision- Developing a vision to direct the change attempt and forming strategies to achieve that vision Sabri (1967).4. Convey the Vision- communicating the vision by guiding and training, communication plays a vital role in implementing change Sabri (1967).5. Empowering others to accomplish the vision- Empowering employees to accomplish the vision by encouragement of new ideas, removing obstacles in change and changing systems that weaken the vision Sabri (1967).6. Planning for and producing short term wins- Planning short term wins by rewarding employees and implementing a strategy to improve performance Sabri (1967).7. Consolidating improvements- Consolidating improvements by reinventing the process with new themes and projects, hiring employees who can implement the vision and using a proper system that is credible to change the systems, policies, and structures that dont fit the vision Sabri (1967).8. Institutionalising new methods- Institutionalising new methods by implementing proper channels to ensure the vision and mission of the organisation and the leader are clear Sabri (1967).Q2 Learners will be expected to understand issues relating to strategic change in an organisation by1) Examining the need for strategic change in an organisation2) Assessing the factors that are driving the need for strategic change in an organisation3) Assessing the resource implications of the organisation not responding to strategic changeStrategic change occurs due to economy, a change in markets, new technologies being introduced and new procedures such as TQM (Total Quality Management) being introduced. Strategic change management can be explained with the SWOT (Strengths, Weaknesses, Opportunities, Threats) that is the internal changes that can occur inside and organisation and the PESTLE (Political, Economical, Social, Technological, Legal, Environmental) which is the external forces that bring about change in an organisation.The external environment consists of the customers needs and expectations, shareholders, changes in politics, product design, shareholders, and technology. To understand the external environment models such as the PESTLE can entertain an organisation an insight into the problems that can be faced externally by an organisation that may arise and how to deal with them.A SWOT can be carried to check the strength weaknesses opportunities and threats an organisation may face. A feasibility study and examine the environment can assist in studying the external environment and eliminating weaknesses. Market research is done to analyse the current market situation. Customers feedback and complaints are taken to improve the fictitious character of the product or a contingent pro cess.TQM (TOTAL QUALITY MANAGEMENT)- TQM is about planning a structure to hold on to the market share. Customers purport for quality, and they are ready to pay the price for better quality. Therefore quality has exchanged places with price. TQM is about identifying the customers want, to meet these needs economically. Checking the materials that are brought in is up to standard. direction on prevention sort of that rectifying errors. Educating the employees and constantly training them for good output. Measuring the customer satisfaction and constantly reviewing the systems to ensure progress Oakland (2003). Therefore TQM is important factor in planning quality change.PESTLE- Green (2007) The P.E.S.T.L.E framework takes into consideration the Political, Economical, Socio Cultural, Technological, Legal and EnvironmentalPredicting the future circumstances the organisation could deal with. The PESTLE can regard the events that will influence the organisation as well as the ability t o deliver the product.http//www.jiscinfonet.ac.uk/wp-content/uploads/pestle-swot.pngHenry (2008) Understanding strategic management.PILOT STUDY- A pilot study is a small panel or committee that is established by the organisation to have an overlook of the entire business or a particular process. The feasibility study is conducted to give a yes or no signal to a business project. A feasibility study can take hours to weeks to give an answer, it depends on the amount of investment that dictates how much amount of energy has to be put into it Dalcher (2000).ENVIRONMENTAL SCANNING According to Kroon (1995) Environmental skimning takes into consideration the macro environment. The macro environment is the external forces that affect an organisation. The environmental analysis consists of environmental monitoring, assessment and forecasting. It is concerned with markets, companies, industries competitors and clients. On the other side there also exist the micro- take which is analysed w ithin the industry. Customers, Suppliers and competitors signify the micro environment of a company.SWOT- The SWOT Analysis analyses the Strengths, weaknesses, opportunities and threats of an organisation. Threats and opportunities are considered external factors whereas strength and weakness are considered internal factors (Weihrich, 1982) cited by Leung et al (2000)http//www.marketingteacher.com/image/content/swot_new_1.gifFerrell (1999) Marketing strategy.Strengths- The strength establishes the companys strong pointsWeaknesses- It determines the weakness of the organisation not only from its standpoint but from the customers vision.Opportunities- It predicts how an organisation can grow within a market placeThreats- It analyses the threats that can crop up and thus establishing a plan of action to surpass them without getting affected.EXAMPLE- AEGON needed to change because although it was successful it was not known to many consumers. The reason being the government imposed pric e controls that reduced its profitability. In order to be better known in the market AEGON took an audit and changed their strategy. They simplified financial ser viciousnesss, developed a workforce and focused on customer service.AEGON performed a brand audit. The company focused on itself internally and how was it positioned externally. During the audit they found out more about the organisation and made decisions how changes were to be brought in. The external audit helped AEGON to establish itself on the same level as its competitors. AEGON focused on the culture of the organisation to bring in smooth change.Q3 Learners will be able to lead stakeholders in developing a strategy for change by1) Developing systems to involve stakeholders in the planning of change2) Developing a change management strategy with stakeholders3) Evaluating the systems used to involve stakeholders in the planning of change4) Creating a strategy for managing resistance to changeAns) 1) Developing systems to involve stakeholders in the planning of changeStakeholders are people that endure to a group, organisation or individuals that have a direct or indirect stake in the organisation. Stakeholders hold a vital role in the organisation. If there is any changes going to take place it is important for the stakeholders to be aware of such change. Stakeholders can be customers, unions, government internal or external.The vision and mission of an organisation is very important to send the right message to employees stakeholders etc and letting them know what is the business about and what it wants. Communication strategies are very important to implement this change. The Kubler Grief cycle illustrates the process of change. Overcoming the grief cycle and implementing change can be done with models such as off Litwins change model and Kotters 8 step model etc.VISION MISSION- Vision Statements and Mission Statements are motivational and inspirational words that are chosen by a leader to clearly and concisely convey the direction of the organisation. The vision and mission statement works better when the employees and employer sit together and decide on it rather than the employer making it alone, as the employees would feel valued and optimistic.The vision and mission of an organisation is a clear and concise statement that answers the Question what business are we in? A well devised mission statement has to answer five basic questions Ferrell (1999).Who are we?What customers are we serving to?What are our competitive advantages?What are our responsibilities?What is our operating doctrine (values, ethics, beliefs etc)?The Vision statement is used to communicate the end result. It is mostly written in the future. The vision and mission statement both have to be align with each other. The vision statement is important as the stakeholders will not understand the big picture of the organisation without it.2) Developing a change management strategy with stakeholdersChan ge management strategies with stakeholders can be done by brainstorming that is generating ideas together with the stakeholder group, by looking at old data that may help in showing the stakeholders interests and characteristics. Good presentations that will help deliver effective oral ideas and diagrams to make it easy for the stakeholders to understand.EFFECTIVENESS OF THE ORGANISATIONS EXISTING COMMUNICATION STRATEGIES.Carr et al. (2001) the level of job satisfaction that is associated within organisations is associated with communication strategies. Every business needs a unique selling point (USP) and for an organisation to succeed there has to be a communication strategy in place.Communication is an intangible input to an organisation that is very essential for its success.According to Carr et al. (2001) Management communication strategies have major job satisfaction. Clear communication of goals, job responsibilities have significant improvement in higher output quality. Com munication within customers creates employer loyalty and quality production.Clark (1996) Leaders have to look inside the organization to ease tensions making sure quality does not fail in the corporation. Mills et al (2009) communication should be continuous and training should be supported to overcome the change, Resistance is bound to happen during change but leaders can overcome them with great ease if there is proper communication.KUBLER- Grief Model- According to Garcia (2009) the KUBLER grief cycle shows five phases the individuals face during change.Garcia (2009) The first phase being SHOCK- Shock is the first reaction when an individual is told that there are some changes going to be made. Sometimes there isnt any initial reaction until the change process starts taking place and lento starts to disrupt their schedule and they resist the change.Garcia (2009) The second phase is DENIAL- The individuals deny anything is wrong and behave normal by saying everything is fine but emotionally they have been wounded.Garcia (2009) The third stage is ANGER- When the individual realises that they cannot maintain denial they get angry. The individual gets angry and there is little that can be done because of rage and admire that is within him. Example- During a merger, a manager loses his position from manager to supervisor.Garcia (2009) The fourth phase is BARGAINING- The individual starts bargaining with their thoughts as to what this change means to their future or what can they do next.Garcia (2009) The fifth phase is DEPRESSION- The individual becomes silent and refuses to talk and spend time with other employees. It has to be noted that grieving must be processed in order to get out of this phase otherwise the anger or depression may build in the individual.Garcia (2009) The sixth phase is ACCEPTANCE-The individual slowly and steadily starts understanding the need for change and accept it.http//4.bp.blogspot.com/_-qWumT93ZWc/SgEgyoYSIaI/AAAAAAAABGY/6_V6YlF3 rBw/s400/gpg1.jpgProctor (2007). Community service chaplaincy doing Gods work in Gods world.Evaluating the systems used to involve stakeholders in the planning of change.Stakeholders must be involved right from the start of the project. Their constant support is required throughout the project. Clear objectives must be made to illustrate the budget, timetable, allocation of responsibilities etc. Information regarding the project must be readily accessible by stakeholders. Any affected stakeholders must be dealt with cautiously and must be provided with assistance. The Burke Litwins change model describes the drivers for change. This model can be used to bring about change effectively.Burke-Litwin Change ModelBurke Litwins change model demonstrates the various reasons for change and ranks them. It demonstrates that all the important factors are on the top of the model but it also argues that even if a change takes place on one of the factors every element in this model gets affected. http//research-methodology.net/wp-content/uploads/2012/07/New-Picture-22.pngMumford (2010). Gower handbook of leadership and management developmentAccording to Hatlie (2004) burke-litwin considers the environmental factors as the most important reason for change. The reason being most of the change is found to be external. Elements such as leadership, culture, mission and strategy are influenced by changes that occur externally.The drivers for change1. Hatlie (2004) External Environment- The external environment consists of markets, completion, legislations etc. All of these factors have an impact on an organisation. To watch out for external changes it is important to continuously scan the environment.2. Mission and Strategy- The organisation has a mission for a reason. The mission sets the direction for an organisation. A strategy explains in detail the plan and objectives of how to achieve that target, goal. In order for successful change in strategy it is important to communicat e the consequences to the employees Hatlie (2004).3. Leadership- The leaders attitude and personality reflect on the organisation. If they are successful at presenting the change they can implement it just as easily. Their strength inspires employees Hatlie (2004).4. Organisation Culture- The culture of an organisation is the way things are done. It consists of a set of beliefs, attitudes, behaviours etc. Cultural change takes time to change. It has to be noted of how the employer wants his employees to behave and what he expects from them. There has to be a constant watch over employees and make sure the organisation is headed in the direction planned Hatlie (2004).5. Structure- The structure of an organisation can change with the changes in strategy. This has an effect on responsibilities, relationships and ways of working. It is important to see the effects of structural change and make sure the team members know of what is required from them Hatlie (2004).6. Work Unit Climate- T he work unit climate is the perceptions of employees. If the employees are satisfied in their jobs it influences the organisation vice versa. Any immediate changes need to my managed sensitively as the employees may get angered and thus result in poor performance or noise from the unions Hatlie (2004).7. Task Requirements The skills of the employees will change from department to department. It is necessary to ensure if the skills are in the right place, if there is a need to bring someone new or if the skill can be developed Hatlie (2004).8. Individual Needs and Values- The changes that occur in a team have to be looked at and guardedly dealt with. It is impossible to get a perfect team in place therefore it is necessary to identify and potential risks and keep in mind the individual needs and values and treat them respectfully Hatlie (2004).9. Employee Motivation- If employees are motivated there can be a successful change implemented. The challenge is to sustain motivation esp ecially when there is resistance to change Hatlie (2004).4) Creating a strategy for managing resistance to changeResistance is bound to happen because of many reasons it can be due to the Status quo that is people used to ways of doing things. To manage resistance, it must be expected when implementing change, it must be formally addressed and the ascendent causes must be removed. The root causes for resistance to change can be used by using the Fishbone Diagram that was introduced by Dr Ishikawa.FISHBONE DIAGRAM- According to Lighter (2004) the fishbone diagram provides an insight into the root causes of the problems instead of treating it from the top. The base line of the fishbone represents main problem and the branches that come from it gather information. The fishbone diagram relies on IQ, brainstorming, team work etc. The fishbone is an excellent tool in Quality improvement as it visually represents the root causes of the problem and is a great tool to implement strategic qu ality change.http//1.bp.blogspot.com/-xAl5bmwmaYg/T9IshvzJZGI/AAAAAAAAAUY/lc3YgudwZM8/s1600/ishikawa_diagram.gifShelly (2001) Systems analysis and design.According to Beer (2000) Lewins 3 stage model Unfreeze- Change- Refreeze is a very important tool that can be used for change. The first stage involves unfreezing, that is to create the platform for change. The second stage is change by bringing about transition via communication explaining why this change is beneficial and why there is a need for to implement this change. The third phase involves refreezing by establishing stability and letting individuals reconnect to their familiar environment. Refreezing helps in changing the low productivity state to a higher one.Q4 Learners will be able to plan to implement models for ensuring ongoing change by1) Developing take into account models for change2) Planning to implement a model for change3) Developing appropriate measures to monitor progressChange can be implemented using model s such as Kaizen for continuous improvement, monitoring the system so there is ceaselessly a constant watch over any side effects to the change. A gap analysis helps identify the gaps of an organisation. It looks to maintain the quality of an organisation. BPR (Business Process Reengineering) has to be constantly monitored during change.5 GAP MODEL BUILD TO DEAL WITH THE SHORTFALL OF THE QUALITY SERVICE Nargundkar (2010).According to Grigoroudis (2010) the Servqual model is used to manage quality and measure quality in an organisation.http//ausweb.scu.edu.au/aw03/papers/deans/Fig1_Gaps_Model.jpgKusluvan (2003). Managing employee attitudes and behaviors in the tourism and hospitality industryThe gaps are as followsGap 1. Between Customers Expectations Managements perceptions about these perceptions.GAP2. Between Managements Perceptions Customers expectationsGAP3. Between benefit quality specifications Service DeliveryGAP4. Between Service Delivery External Communication to customer s about service deliveryGAP5. Between Customers expectations their perceptions on service qualityThe GAP model takes into account the tangibles, reliability, responsiveness, assurance and empathy that is required in Quality Management.BPR- BPR is known as Business Process Reengineering can be used in operations management to manage quality to meet strategic objectives. According to Radhakrishnan (2008) BPR was introduced by Frederick Taylor when he printed principles of scientific management in 1900s. BPR is an analysis of the existing processes in an organisation and reengineering it for improvement in performances instead of a complete replacement of a process. BPR is used to bring about change in an organisation through focusing on employee responsibilities, organisational structures, incentive systems the use of information technology etc. It can reduce the time and cost of processes to do a certain job.MONITORING- plot implementing change the organisations change has to be mon itored constantly. According to Khandker (2010) a monitoring system consists of setting goals and targets. The results that are derived from it are used to evaluate the performance. Monitoring helps in promoting answerableness and dialogue among the policy makers and stakeholders and also policy design and implementation. Evaluation is an assessment of the results that are achieved by the programme.The challenges in monitoring are tooIdentify the goals that are supposed to be achieved.Identify key indicators that are used to monitor progress against these goals.Set targets that are supposed to be achieved by a accustomed date.Set up a monitoring system to track progress to achieve specific targets. Therefore, encouraging better management and responsibility for projects and programmes.KAIZEN CONTINOUS IMPROVEMENT- Kaizen is continuous improvement step by step involving everyone within the organisation. While implementing quality change Kaizen can be considered because kaizen means continuous improvement. It has to be n