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Manage & control strategic change (Techniques (Understand the stages…
Manage & control strategic change
Techniques
Understand change
Happens whether we encourage and welcome it or not
To ensure it is a positive process, business must have a vision, strategy and a proven & adaptable process for managing change
Recognise major cause of change
Technological advances - leading to new products and new process
Macroeconomic change - fiscal policy, interest rates, fluctuations in the business cycle
Legal changes
Competitors' actions
Understand the stages of the change process
Ensure resources are in place
Communications to give maximum warning of the change, involve staff in the plan for change, and introduce initial change that brings quick result
Focus on training
Sell the benefits, and always remember the effect on the individuals
Check on how individuals are coping and support them
Where are we now and why is change necessary? Include new vision and objectives
Lead change
New objectives need to be established. Resources - financial and staff need to be made available. Finally, appropriate action needs to be taken
Change leadership involves having a much greater vision than just making sure the right resources are available
Motivation of staff at all levels
Ensuring that acceptance of change is part of the culture
Dynamic leaders to shake the organisation out of its complacency
Project champion
Comes from within the organisation, appointed by a manager.Need to have enough influence to get things done.
Smooth the path of the project team and remove as many obstacles as possible. However do not necessarily be involve in day-to-day planning and implementation
Project groups
Structured way of making a breakthrough on a difficult change situation by the power of a team
Work with the manager responsible for introducing the change to have a rigorous exchange of views that may lead to an appropriate action plan. However, the responsibility for carrying out the plan still lies with the manager
Resistance to strategic change
Fear of the unknown: not knowing what may happen to one's job or future of the business leads to increased anxiety
Fear of failure: changes required new skills and abilities that, despite training, maybe beyond worker's capabilities
Losing something of value: workers could lose status or job security as a result of change
False beliefs about the need for change: some people fool themselves into believing that the existing system will work out someday without the need for change
Lack of trust: during the past there might be a lack of trust between workers and managers who introduced the change. Hence they may not believe the reasons or the reassurances they are given
Inertia: change often requires considerable effort, so some people fear of having to work harder to introduce it
Promoting change - John Kotter process
Establish a sense of urgency
Create an effective project team to lead the change
Develop a vision and a strategy for change
Communicate this change vision and ensure to empower people to take action
Generate short-term gains from change that benefit as many people as possible, and consolidate them to produce even more change
Build change into the culture of the organisation so that it becomes a natural process