Literature Review of Approaches to Strategic Change

books Review of Approaches to strategicalal motleyOrganizations pick out change as they live through time. This change which adjusts according to impertinently demands and procedures is kn suffer as strategical Change. This paper sheds light on the brilliance and approaches of strategical change as an serious part of the strategic centering. It studies both theoretical accounts of strategic change management and an brass instrumental example which take ons strategic change. creative activityPas more(prenominal) (1994) writes that we live in a dynamic environment where change is chance to everybody and everything. He notes that this change encompasses our organisations as well up. Pasmore (1994) encourage notes that many of us, as yet the systems ordinarily do not realize this change and this is where they face competitive disadvantage, assume a non-monopolistic society. To deal with such changes, and also with many opposites, the educators and searchers of t his world introduced the effect of strategic change. strategical change is a concept involving a change of direction of an organizations resources, both human and physical, products, function and structure. An organization necessitates strategic changes to,Maintain, or enhance it competition readyGrowGrowth and stability is an grievous factor, probably which altogether organizations strive for. To keep growing thusly, an organization has to evolve. The securities industry in which an organization exists is pretty much exchangeable our environment that surrounds us. by means of the dish out of natural selection those fittest to survive the wrath of the natural change, live. The others unfreeze into history books.The responsibility of bring about a change in an organization rests greatly upon the shoulders of the managers of the organization. Because of the variable and highly diversified nature of organizations, the theories and role models of strategic change manageme nt argon numerous. In fact, the truth remains that all(prenominal)(prenominal)(prenominal) manager of the slopped idler up with a tonic model to support and direct his organization. Nevertheless, researchers have developed models which basically serve the spirit of enhancing the trusting abilities of to-be or current managers and to actually provide them with a direction.Literature ReviewTo nail down a complex concept like dodging in a line or two would be dirty to the concept itself (Sadler and Craig, 2003). The concept can however be explained by linking mixed phrases. According to Saddler and Craig (2003), scheme is thePurpose or missionThe policiesThe decision instruction execution of decisionsAnalyzing and utilizing strengths and opportunitiesGaining competitive advantageBasically, strategy is the course of action used to happen upon the major objectives for an entity (Brown and Harvey, 2006).Tichy (1983) defines strategic change as the modification in the structur e, resources, products and services of an organization.In light of the discontinuous, large scale changes lining the world, organizations go away be required to undergo major strategic reorientations.(Tichy, 1983)Because of various reasons, including the shift in technological progress and increase in overall market competitiveness, organizations atomic number 18 finding it increasingly indispensible to bring about strategic change (Brown and Harvey, 2006).When carry about a strategic change in an organization, the con spatial relationration of the acculturation of that organization is extremely important because the burnish of an organization includes basically the go down of priorities and values in the air of an organization (Brown and Harvey, 2006).The reason why nearly strategic changes fail is the inability of an organization to deal with change itself (Hyde, np).Strategic Change The manikinsThe introduction section of this paper clearly points out that strategic chan ge cannot be explained and executed through any i metre model. In fact, there can be as many models as the organizations in this world and probably more.Some famous models however do exist. This section therefore is going to talk about three of the models.CBA Model of Strategic ChangeCBA is an acronym for Conceive, Believe and Achieve (Black and Gregersen, 2002). These three are in general the three dimensions of the model. Talking in hurt of the model specifically, Conception, intuitive feeling and Achievement have been defined as the brain barriers hindering the implementation and the execution of the change (Black and Gregersen, 2002).Conceiving the thinking is actually making the employees retard its worth. This includes making the employees deliberate that the current practices, that were near yester solar day are not right anymore and therefore must be changed with new ones. This is probably the biggest obstacle that the executives face while nerve-wracking to bring about a strategic change in the organization.Next comes, Believing Black and Gregersen (2002) define this as the second brain barrier to bring about a boffo strategic change. Under this point, the employees have to believe in the fact that the street they are taking to bring about the change is correct. That is, they should believe that they are doing that new thing rightly.Last is Achieving. The employees should have the sense of achievement regarding the triple-crown strategic change. This factor is important for two reasons. Firstly because, you stop trying when you know you have achieved some(a)thing. The knowing of the end point thus, marks the self-made shift of strategy. Secondly, the sense of achievement is important to encourage undertake further ventures.These might sound like three, unconnected pieces. The binding force for these pieces then is the idea and need of Leadership. CBA model believes that without proper education, training and support of the employees, br inging about a significant strategic change in an organization is not possible (Black and Gregersen, 2002). Furthermore, this model encloses that the executives should evermore be champions of the change. The reason is that the employees would always be as serious about the venture as the executives. other model for strategic change considers teamwork more important than leadership (Fogg, 1994). This model deems the following(a) factors as important when considering and implementing strategic change.Security of future cooking of roadmapSetup of prioritiesOptimized resource allocationGet inputs and ideasGain commitment orchestrate the executionThe factors are pretty self explanatory in their own self. The point or the binding force of these factors, according to the team ground model is Team Work. According to this, working together and understanding for each one others needs patrons bringing about the change in the true sense.Strategic Change The CruxIt is useful to be reinfor ced here that the remainder section, Strategic Change The Models can go on infinitely. Starting from the day the term, strategic management was coined till now thousand of models for a roaring Strategic Change have been made. Thus, it is impossible to fit in all the models in this paper. The crux however of successful strategic change can be defined.Understanding the Culture of an OrganizationBrown and Harvey (2006) state that the culture of an organization is in effect the values held and shared by the members, which differentiates one organization from another. Further Brown and Harvey (2006) state that the culture of an organization has the following characteristicsIndividual autonomySensitivity to the needs of the customersSupportInterest in developing and carrying out new ideasOpenness of chatRisk managementUnderstanding the culture thus, is extremely important because it is the employees of the blotto that make up its culture and then again, it is the employees of the form that have to execute the change. Unless all the employees believe and change their working modes, significant strategic change cannot be brought by and any investment that is then done will be in vain. Balogun (2010) points out that the culture of an organization is the interlinked set of organizational subsystems in which the figure of speech drives the glaring manifestations of culture, such as the organizational symbols, routines and rituals, stories, control systems and structures. These assumptions and rituals then define the type of change that is world brought into the organization. This is to say that a change in these basics of the organization will bring about a transformational change. A change, holding the culture more or less constant is a realignment change (Balogun, 2010).Planning the ChangeSince the strategic change that is organism brought to the firm will affect the future stability and growth of the firm, it is extremely important to take as much time as requi red to mightily plan each and every detail of the change, smoothing out the rough edges by either skillful implementation or incorporation of policies. Fogg (1994) suggests that it is extremely inbred for a successful Strategic change to be carefully and consciously tailor the planning course in symmetry to the size, complexity, culture and strategic situation of the organization. This planning would be different for a firm in financial and competitive crisis and different for a firm that is seeking expansion. The process of planning according to Fogg (1994) involves three stagesPre-work surgical incisional evaluation of the status quo including strengths, weaknesses, opportunities and threats facing the individual members and also the organization as a whole.Priority tantrum Discussion on various proposals with respect to finances, environment, market, customers and the overall reputation of the firm and thus setting the priorities according to which the change will be processe d.Strategic planning Discussion of strategies, plan of actions, resources and communications to strategize the change.Post-work evaluation of the completed plans. functional as a TeamHitt, Ireland and Hoskisson (2009) point out that according to research evidence, the executives who boost about their no mistake making capabilities are more likely to make strategic errors. Thus, when important structural changes are being brought to the organizations, the managers and the executives should work as a team and develop an open communication with the employees. The reason is that it is the employees who really know the work that is going on in the organization. Incorporating them as a team of the bigger picture can help bring about a successful strategic change in the organization. The teams can also be divided into various divisions. Hitt, Ireland and Hoskisson (2009) also look up that the organizations that have a heterogeneous top management i.e. executives with different educational and experiential background, can operate under the benefitting shadow of different perspectives.The idea of working as a team also focuses on the need of a leader for this processing. The leader acts as the central, integrating personality to whom muckle can deliver their plans and problems. Moreover, the presence of a leader is indispensible lest the entire organization belongs a cookery show where everybody is doing their own cooking and the result is a spoiled main dish. Somebody needs to host the show.EvaluatingFinally, as the strategy for change has been implemented, it has to be evaluated. Hyde (np) notes that a change in the behavior of the employees or the general change in the culture of an organization is only visible after the change has been implemented. Thus, once the execution has been completed, the top management should require a proper evaluation of the changed organization. This is important for a lot of reason. The stolon and the most significant reason is to check whether the results are in accordance to the proposal or not.Punjab UniversityEstablished by the British in 1882 in Lahore, Punjab University (PU) is the first university to be established in the Asian Sub-continent. It has knuckle undern to the world gems like Dr. Abdus Salam and Har Gobind Korana. Today, it is a part of Pakistan, still headquartered in the lively, historical metropolis of Lahore. Punjab University has over 500 affiliated colleges and hosts almost 350 examinations for over 450,000 students in Pakistan. Today, unconstipated though new universities have come about in Pakistan and Punjab Universitys position has shifted to a competitor rather than a monopolist, it is still a well reputed and looked up to institution in the field of education (Punjab University, 2010).The other side of the coin however is that Islamic Jamiat-e-tulaba, a student union, promoting (rather enforcing) the twisted, orthodox and flag-waver Islamic views in the University. This student body has a hold, stronger beyond imagination. to the highest degree of the members of this union are graduates who keep taking up degrees to stay in the campus hostels and thus maintain the hold. This union is funded by the members mostly. They also manage to hassock out money from the Vice Chancellors of the University. Moreover, the overall environment of the University is now become conservative. Earlier where the cream of the student body went to PU, it has now become the leash or fourth option for students residing in Lahore. Those out of Lahore, place it even down. Most of the professors who are currently educating the youth o Pakistan in universities like Lahore University of trouble Sciences (LUMS), Lahore School of Economics (LSE), Institute of Business and Administration (IBA) and other started their carrier at Punjab University. The loyalties however have changed due to the difference in the salary structure and the general atmosphere of the university.As full profe ssors and hopeful students choose other universities, the budget of the University for spending on infrastructure and engineering has gone down, causing further problems for the status and educational ability of the University. charge though in terms of area and campus, Punjab University still beats all other Universities in Pakistan. It has campuses all over the country. However, in terms of organization, management, educational capability and investment PUs reality has been taken over by other new and well managed Universities in the country.What Punjab University now needs is a well managed Strategic Change.The Strategic Change ProposalIt is evident comely that the goal of the change that would be brought about in the university would be to bakshis it to the same fame and respect it had throughout the 20th century.Following are some proposal for the change.Increase the Budget for any strategic change that is to be brought in an organization, investment in a must. And what PU re quires is a transformational change. This special(a) amount of fund is proposed to be used on renovating the classrooms, laboratories, libraries and on hiring new Professors. This budget, if utilized optimally can also be used to bushel the hostels for the students who come from outside Lahore.Reduce the hold of Islamic Jamiat With all the terrorism been listed in the CVs of Muslims, this Islamic student body, watching any un-Islamic acts in the university, combat and punishing people for mistakes looks like a terrorist group to many people. Parents think twice before sending their child into this kind of atmosphere. Thus, the reduction in the number of excellent students coming in. Especially students, who did their O and A levels preferably of the government matriculation program, hardly ever choose to come to PU. ane of the contri just nowing reasons to this is the strong hold of a strict Islamic body. Management should strategically remove the hold of this union.Marketing n o matter how good an organization is, people come to know of it mostly when the product is being marketed. The product PU is selling is education and a memorable university animateness and thus, it should strongly focus on marketing the product. It may require sign investment moreover the results would be awesome. It can also help in changing the perspective of people regarding the conservative and strict environment of the University. Moreover, students would see PU as a good option in terms of their future.This change can be strategically planned by the table of directors. To improve the process further, one student representative from each discussion section can be chosen to present ideas, demands and existing problems. Through this, the stakeholders i.e. the students wishes and problems will be answered and they will become a part of the Strategic Change process. Moreover to reinforce this idea to inclusion of stakeholders in the process of change, from each campus a faculty member can be selected to represent/department the problems that campus/department.ConclusionOrganizations have to grow with time. The last two decade specially saw a remarkable social shift in Pakistan. Media grew and so grew awareness. This it became extremely important from the organizations in Pakistan to grow and change socially but also in terms of the product they offered.One the renowned organization in Pakistan is Punjab University. However it so seems that it has not grown dynamically in the social context especially. Educationally, obviously there have been forms for example the facial expression of the computer Labs. However, this is not enough. Students come to university, not only for education but also to live a life before they enter into the serviceable world. For the vulnerable age that the University entering students are in, it is very important to give them a memorable life with sports, social events seminars so that they do not think that they are missing o ut on the life that other university going students are having.Thus, PU should change strategically to reduce i) the hold to the Islamic union, ii) invest to improve infrastructure iii) focus on marketing.