3.10 Managing strategic change (A-level only)

3.10.1 Managing change

Content

Additional information

Causes of and pressures for change

Types of change include:

  • internal change
  • external change
  • incremental change
  • disruptive change.

Managing change should include:

  • Lewin’s force field analysis.

The value of change

 

The value of a flexible organisation

Flexible organisations include:

  • restructuring
  • delayering
  • flexible employment contracts
  • organic structures v mechanistic
  • knowledge and information management.

The value of managing information and knowledge

 

Barriers to change

Kotter and Schlesinger’s four reasons for resistance to change

How to overcome barriers to change

Kotter and Schlesinger's six ways of overcoming resistance to change

3.10.2 Managing organisational culture

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Additional information

The importance of organisational culture

Cultural models should include:

  • Handy’s task culture, role culture, power culture and person culture
  • Hofstede’s national cultures.

The influences on organisational culture

 

The reasons for and problems of changing organisational culture

 

3.10.3 Managing strategic implementation

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Additional information

How to implement strategy effectively

 

The value of leadership in strategic implementation

 

The value of communications in strategic implementation

 

The importance of organisational structure in strategic implementation

Organisational structures to include: functional, product based, regional and matrix structure.

The value of network analysis in strategic implementation

Network analysis to include:

  • understanding and interpreting network diagrams
  • amendment of network diagrams
  • identifying the critical path and total float.

3.10.4 Problems with strategy and why strategies fail

Content

Additional information

Difficulties of strategic decision making and implementing strategy

 

Planned v emergent strategy

 

Reasons for strategic drift

 

The possible effect of the divorce between ownership and control

The effect of the divorce between ownership and control to include corporate governance.

Evaluating strategic performance

 

The value of strategic planning

 

The value of contingency planning