Managing Strategic Change: Aspects and Issues

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Table of Contents

Introduction
The purpose, rationale and scope of the study
Evidences drawn from comprehensive literature search
Review of various literatures
Evaluation of key issues arising from the management of change
Analysis and evaluation
Conclusion
List of References

Introduction

Change management is a performance approach that transforms operations in institutions. It is set with an aim of driving institutions to high levels of productivity. Indeed, institutions that seek to record exemplary performance in the current dynamic business environment should embrace change administration ideals. They should formulate viable administration strategies and policies to enhance effectiveness in service delivery. This is critical since managing change is process that requires strategic thinking and formulation of credible performance policies. The policies must be ideological, socially acceptable and economically viable.

This is to ensure that the process is sustainable. The process also requires clear planning of activities and development of realistic objectives. These should be undertaken in recognition to what the process seeks to achieve, its importance and the key areas that require transformation. This is vital since change processes are set with specific expectations that should be attained. As noted by scholars, achieving effective change administration has been an uphill task for most managers. This has seen most organizations such as Apple Corporation to collapse or record dismal growth in terms of expansion, advancement of market share and production of quality services.

They have also not been able to achieve excellent returns from the transformative initiatives that they execute. The failure is attributable to poor leadership strategies and formulation of inconsistent policies. Imperatively, leaders in most settings have not been operating with immense dedication and determination in ensuring effective pursuance of transformative initiatives. Consequently, administering change has been difficult in most institutions due to the evident resistance from various stakeholders. This paper explores change management with focus to the emerging issues that influence its effective execution

The purpose, rationale and scope of the study

The study is purposefully set to provide insightful information based on factual evidence on change administration. It seeks to equip various stakeholders in institutions such as managers and employees with pertinent information on the imperativeness of change. This is vital since the change initiative in any setting is a noble venture that drives performance. Indeed, effective administration of change has been lacking due to poor understanding of the dynamic issues that influence its execution. This has contributed to dismal performance in most institutions that threaten to dent their future prospects.

Rationally, managers should understand the fundamental elements that drive change and embrace the concept with at most diligence. They should formulate strategic guidelines and policies to address the evident issues that influence transformative initiatives. These eminent issues that require effective mitigation includes resistance by employees to embracing change, environmental complications, perception and poor attitude. The study also provides essential information that enhances rational understanding of individual’s role in the execution of change initiatives (Mintzberg et al, 1998, P, 5).

Consequently, the paper provides credible information on the key aspects of change, its drivers and basic elements that it entails. It focuses on its significance, the dynamic issues that influence its execution, key areas that require transformation and its viability as a competitive tool. These elements explain the scope of the paper and its set objectives that define its relevance. Indeed, it will enable individuals to make informed decisions on change management issues and formulate quality performance policies that are democratic in nature. It will also help in developing understanding on how transformative issues may shape up individuals perception.

Evidences drawn from comprehensive literature search

This section provides credible information pertaining to change management as reviewed in various literatures. The evidences that are drawn from the literatures capture the author’s perspectives and understanding of the concept. The section also highlights the key issues that affect the execution of transformative ideas and aspects of change. It also captures the discussion of key concepts and theories of change. This is to, facilitate in-depth understanding of change and dynamic issues that influence effective implementation of transformative ideas in institutions.

Review of various literatures

Randall (2004, P, 1) who is a renowned scholar provides insightful informant that aims at revolutionizing administration of change in institutions. The author asserted that effective management of change requires absolute readiness, determination and participation of everyone. It also requires development of positive attitude and perception on the initiatives by individuals. This is to, help in advancing operations in institutions and the realization of the initiative’s objectives. Randall (2004, P, 6) recognizes that change process cannot be effective without adhering to the major elements that steer its success. He cited stakeholder willingness and positive attitude as key pillars that can facilitate or impede change. That is stakeholders must show willingness and acceptance in adopting the new programs.

This is vital since acceptance to the initiatives by stakeholders remains the right step in advancing performance in institutions. The author stated that transformative initiatives have been failing since most administrators do not pursue the process with strong determination. They also fail to understand the basic principles that drive the process as stipulated in the porter’s generic model. Consequently, they fail to involve various stakeholders in the formulation of policies that guide the process. This creates resistance among key stakeholders whose input is vital for advancement. Lack of adherence to these elements affected the execution of transformation initiatives in Apple and Samsung corporations. The corporations are still grapping with their change initiatives that could have seen full implementation long time ago.

In his book, Hughes focuses on the role of leaders in driving transformative initiatives and viable performance strategies. Hughes (2006, P, 5) also provides credible highlights on the key issues or factors that affect the execution of change especially in the current environment. The author applied Mintzberg’s leadership model of leadership that provides quality information pertaining to modern concepts of administration. He asserted that, management support systems that entail the commitment of the administrators, capacity building and the provision of the requisite resources are vital elements in achieving transformative objectives. These elements are also vital since inferior support of the transformative initiatives compromises the institutions capacity of achieving meaningful benefits.

However, it is recognizable that most administrators are not adopting these elements effectively. This is affecting the process of change in institutions. Indeed, inferior integration of these elements is a key reason why Apple and Samsung corporations are still strategizing on how to accomplish their initiatives. The companies faced severe resistance from the onset of their plans since the administrators failed to seek for the employee’s acceptance. Lack of visionary leadership in most corporations with the capacity of providing effective management support incentives has also been an issue that affects business operations. Leaders also lack visionary and conventional administration concepts that are set with performance orientation to drive change.

Theoretical studies show that change management has the capacity to grow to greater heights with enhancement of coordination and understanding of activities. It requires the development of effective performance parameters and provision of essential support incentives. It also requires effective scheduling of activities and institution of proper control measures (Clegg, Kornberger & Pitsis, 2005, P, 29). This is to ensure that every activity is undertaken within the specified terms of engagement. Adherence to these aspects is essential in ensuring credible mitigation of the effects of the key issues that affect the execution of such initiatives in institutions. It also enhances transformation of individual’s perception towards change.

Evaluation of key issues arising from the management of change

Several issues arise from the management of change especially in the current dynamic business environment. The issues have been influencing the realization of transformation initiatives in most institutions. They range from legal, infrastructural, human capital, resources and leadership guidelines. The issues that have internal and external causes have been the key factors that seek to impede the achievement of noble change initiatives in various settings (Argyris, 2001, P, 2). In particular, leadership has been a key issue that affects the realization of quality results in institutions. Poor leadership that is evident in most corporations cannot foster the achievement of change objectives. Most leaders have failed to formulate viable performance strategies that are socially acceptable and economically sound.

They have also failed to develop democratic operating policies and frameworks. Indeed, most leaders pursue change without formulating proper plan of activities to transform the key units that drive the process. For instance, they fail to streamline the organizational structure to eliminate bureaucratic practices that influence the process negatively. They also fail to institute quality ideals to facilitate resource allocation, coordination of activities and enhancement of communication. The imbalance between these elements especially resource allocation present severe effects to the change process (Ambrosini, 1998, P, 23).

Further, inferior identification of what the transformation process seeks to achieve is also causing a serious challenge. That is some managers execute change process without a clear understanding of its objectives. They operate with limited knowledge of what the initiative is to achieve, how it is achievable, why its execution and the reaction of stakeholders. Administrators must provide comprehensive answers to these questions since they hold the capacity of presenting immense impact in the execution process of change. This is to ensure that the process of transformation is well on course. These elements are critical since change must be realistic, and achievable through innovative techniques (Ambrosini, 1998, P, 23).

Administrators have also been failing to achieve the objects of change since they do not involve other stakeholders when planning and formulating change policies through democratic consultations. This has been a detrimental factor since change in any aspect is not achievable in isolation. It requires the input of various stakeholders materially, morally, and psychologically. This is to ensure formulation of acceptable policies through stakeholder participation and understanding of the concept (Burnes, 2000, P, 2). This explains why involvement of various stakeholders is vital. It ensures that the process is driven through innovation and creative ideologies. It also enables the staff to identify with the change process and to own it.

Managers have a duty to influence the perception and attitude of employees with an aim of ensuring that they embrace the initiatives. Indeed, negative attitude and perception to change has been an issue that influences the implementation of transformative ideals (Burnes, 2000, P, 5). This has seen most institutions like Apple and Samsung Corporations to stagnate before accomplishing their initiatives. Therefore, institutions that seek to advance their performance should involve employees in decision-making and influence their attitude. This is a vital step in achieving change objectives with limited resistance.

Analysis and evaluation

Reason for transformation initiative and key areas or aspects of change in institutions

Institutions undertake change initiatives to streamline their operations with an aim of mitigating dynamic business challenges that impede performance. They seek to integrate conventional operating approaches that hold the capacity of facilitating innovation and creativity (Jackson & Parry, 2008, P, 32). The key change areas that most institutions focus on include transformation of objectives, review of action plans, improvement of communication systems and integration of modern infrastructure. They also streamline their corporate structure by adopting lean management ideals and development of viable internal systems of engagement or operations. These are the key areas where change is eminent in most institutions in the current environment. Managers affirm that effective administration in the identified areas is the first step towards achieving exemplary performance. That is the process defines the level of performance in institutions.

Analysis and evaluation of the nature of the relationships between an organizations environment and management of internal systems, processes and activities

Change administration requires proper planning and understanding of factors that influence its effectiveness. Institutions that seek to benefit from change initiatives must first evaluate the environmental dynamics or issues that influence change process (Rosenfeld & Wilson, 1999, P, 9). This is critical since environmental factors that affect performance such as political issues, social, technology, legal and economic issues hold the capacity to stall or propel change. Firstly, change is vibrant in environments where there is a guarantee of political stability, favorable business policies and good laws or rules that guide business processes. Most institutions have not been able to achieve their change activities due to the hostile political engagements. This contributes to the development of unstable business regulations and policies that doe not favor transformative ideals by politicians since they are the lawmakers (Schein, 1998, P, 5). Political instability has been a fundamental issue that leads to failure of change initiatives and managers should evaluate its effects critically before engaging in executing transformative plans.

Secondly, managers should also analyze the internal systems and competence levels of an institution before committing to undertake change programs. This is vital since the process is cost intensive and requires colossal amount of resources (Johnson & Scholes, 2002, P 2). It demands proper preparation financially, psychologically and morally. This requires proper in-house assessment with an aim of establishing the evident strengths and opportunities that would enable a company such as Apple Corporation to succeed in its quest for growth. Internal evaluation is critical since it enables managers to establish the available human capital, infrastructure, financial capacity and goodwill that is important in driving the process. They must ascertain the resource capacity to ensure that the process is sustainable (Senge, 2006, P, 2).

Consequently, managers should evaluate the process of change to ensure its successful execution. They should understand what change entails, its process and the key requirements. This is significant since inferior understanding of the process may lead to dismal performance and wastage of resources. Transformation is along process that requires the formulation of quality policies, determination, and effective operating strategies. This is to, streamline operations and facilitate quality in service delivery in all units of operations (Stacey, 2000, P, 49). Ideally, change is all about enhancing efficiency and effectiveness within the production sequence. Its core objective is to ensure quality in service delivery and improve competitiveness that is achievable through integration of conventional production approaches. Therefore, the concepts highlighted have immense relations in steering transformative initiatives in organizations.

Significance of change initiatives and key stakeholders

Indeed, change initiative streamline operations in various settings. The initiative is a performance measure that enables institutions to achieve competitiveness. It remains a noble concept especially in the current environment where institutions are facing dynamic business complications. This is evident since it fosters the development of viable operating frameworks and policies (Carnall, 1990, P, 3). It also advances the development of new action plans, objectives and conventional operating ideals. Institutions perform this process to enable them improve their performance levels and product portfolio. It is to facilitate modern and conventional techniques of production and infrastructural set ups, for example, production machines.

This is to streamline production processes and internal systems through integration of efficient operating systems. Ideally, the provision of credible information that appertains to change management is essential for steering growth in institutions. This is to equip individuals with the key elements of change and its significance especially in the current dynamic environment. Managing change requires participation of everyone in institutions (Cameron & Green, 2004, P, 123). It requires proper understanding among stakeholders, and development of strategic operating policies that are ideologically sound.

Indeed, managers and employees in various institutions are to receive the most value from the study since they will obtain essential information on how best to execute change process. This is critical since effective change requires development of realistic, measurable and achievable objectives. Administrators will understand that they are the key figures that influence the direction of change. That is they are the ones with the obligation to provide direction on how on the execution of activities (Carter, et al, 1984, P, 235). They have a role to ensure effective coordination of work, formulation of viable action plan and development of performance policies. They will also understand that they have a responsibility to design the change process by establishing evident gaps that require transformation.

Employees in institutions will also acquire essential information pertaining to their role during the execution of transformative initiatives (Finlay, 2000, P, 53). Firstly, they will understand that their perception and attitude towards change has immense influence in the execution of performance initiatives. They should develop a positive attitude to conventional initiatives that aims at enhancing the effectiveness and efficiency in service delivery. Their input in terms of efforts, specialized skills, advice, innovative ideas also contribute immensely in driving the process. Therefore, they are the key stakeholders whose participation in the process is paramount.

What change entails, how it is achieved and how it can change perception

Change initiative is an aspect that should be executed after proper assessment of the key elements that propel its implementation. This is critical since the process should take into consideration various factors that contribute to performance. The considerations have to be made to ensure effective utilization of resources since change process requires a substantial amount of resources (Jackson & Parry 2008, P, 128). Acceptance to change entails how much the concept of transformation is received by various stakeholders in an institution especially the employees.

Any probable change in terms of operations, infrastructure and personnel should be friendly and acceptable to all. This is to ensure execution of the change process with limited resistance. Administrators should communicate the change initiatives in prior to stakeholders and involve them in the identification of probable areas that require advancement (Mintzberg & Quinn, 1996, P, 12). This helps in creating a sense of belonging and acceptance of the change proposals among the employees. The effectiveness of the process requires transformation of individual’s attitude and perception through sensitization programs. This is to enable them embrace its objectives and the underlying principles that drive the process.

This is significant in earning their support in executing the transformation plans since they form the key drivers of the process (Johnson & Scholes, 2002, P, 49). Their absence or non-participation may be detrimental to the realization of the concept’s objectives. As noted, most organizations have not been able to execute effective change within the set timelines due to negative stakeholder perception and attitude. Such institutions have been forced to re-engineer their change process and approach. This is to facilitate the adoption of an acceptable system through understanding and consensus building. The key issue is to earn the understanding of stakeholders to be able to embrace change initiatives.

Conclusion

Indeed, managing change is an essential aspect that requires administration under unquestionable coordination and control credentials. The credentials are vital to ensure that proper engagement, communication and control of the change process. This is to facilitate delivery of congruent services with a common goal. As noted, the aspects of change hold relevance in various settings and are designed to boost understanding and performance.

List of References

Argyris, C 2001, On Organizational Learning, Blackwell Business, Malden, Mass.

Ambrosini, V 1998, Exploring Techniques of Analysis and Evaluation in Strategic Management, Prentice Hall, London.

Burnes, B 2000, Managing Change: A Strategic Approach to Organisational Dynamics, Prentice Hall, London.

Carnall, C 1990, Managing Change in Organisations, Prentice Hall, London.

Cameron, E & Green, M 2004, Making Sense of Change Management. Kogan Page, London [u.a.].

Carter, R. et al 1984, Systems Management and Change, Open University OU, London.

Clegg, S, Kornberger, M, & Pitsis, T, 2005, Managing and Organizations: An introduction to Theory and Practice, Sage, Calif. [u.a.].

Finlay, P 2000, Strategic Management, Prentice Hall. London.

Hughes, M 2006, Change Management: A critical perspective, Chartered Institute of Personnel and Development CIPD, London.

Jackson, B & Parry, K 2008, A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Leadership, Sage, Calif. [u.a.],

Johnson, G & Scholes, K 2002, Exploring Corporate Strategy: Text and Cases, Prentice Hall, London.

Mintzberg, H, Ahlstrand, B, & Lampel, J, 1998, Strategy Safari, Prentice Hall, London.

Mintzberg, H & Quinn, J B1996,. The Strategy Process, Prentice Hall, London.

Randall, J 2004, Managing Change/Changing Managers, Routledge, Calif. [u.a.],

Rosenfeld, RH & Wilson, DC 1999, Managing Organisations; Text Readings and Cases, McGraw Hill, London.

Schein, E1998, Process Consultation: Lessons for Managers and Consultants, Addison-Wesley. Malden, Mass.

Senge, P 2006, The Fifth Discipline: The Art and Practice of the Learning Organisation. Random House Business Books, New York, N.Y.

Stacey, R 2000, Strategic Management and Organisational Dynamics, Prentice Hall, London.

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