旅游企业战略管理(双语)11

People
Change as paradox
Management prefers predictability in access to resources, production, costs, and people; all of which must remain relatively fixed if the organisation is to be successful. However, . . . Management must also stay ahead of competitors in the pursuit of new markets, new technology, and innovative means for service delivery if the organisation is to be successful.
• Cognitive approach to change
A change in managerial and employee cognition must occur before behaviour will change
Therefore, the challenge for management is to avoid a “trajectory of decline” by balancing the paradoxical (and simultaneous) need for change and stability.
Perspectives on change
• Rational change perspective
Sequential, planned search for optimal solutions
百度文库
• Learning approach to change
Change occurs through a series of small steps of experimentation and action
Incremental change processes
• Incremental change requires small movements from the current set of operational practices
Fine tuning:
• Refining policies, procedures etc • Creation of specialised units and linking mechanisms • Fostering individual and group commitment • Confidence in status quo
9
How much change?
• The amount and type of change required comes from the gap analysis performed during the analysis phase • If the gaps are large – transformational change will be required • If the gaps are small – incremental change will be appropriate
Week 11: Strategic Change
1
2
The concept of change
Internal and External Analysis
Strategic Direction
Strategy Formulation (corporate and business level)
Strategy Implementation and Control
Strategic Restructuring
• Focus is on planned systemic change developed and implemented to retain competitive advantage. • Pressures for change may emerge from the organisation’s environment, or from within the organisation itself. • “The most unchanging aspect of organizational life is the existence of change itself” (Bedian & Zamuto, 1992, p. 23). • “To survive and grow . . . managers need to be able to adapt their organisations to changes in environment, size, strategy, and technology” (Amis & O’Brien, 2001, p. 87).
10
Time and resources available
• The nature of change in strategy implementation can be:
Incremental (evolutionary) or, Transformational (revolutionary) This may lead to this
DRIFT”
Strategy
P eo es Structure Processes cess cture People ple Str u o r P
• Transformational change often involves the replacement of senior management
E.g., the addition, deletion or modification of markets served
Organisational change
Technology
E.g., changes in production processes, knowledge
Products and Services
the amount of time and resources available the available management style, e.g., in times of crisis, coercive leadership styles may be required.
11
The overall system adapts, but is not transformed
12
Page 3
Transformational change
• With good strategic analysis and planning, incremental changes will usually suffice, and there would be little or no need for transformational change. However . . . • Periodically, organisations can get out of alignment with their environment, and widespread (or transformational) change is required • Transformational change can be triggered by an organisational crisis, such as:
• Transformational change occurs in response to, or preferably, in anticipation of, major environmental changes – changes that require more than just incremental adjustments
13
Stable organisational environment Environmental turbulence
14
Punctuated equilibrium
• Organisations seem to follow a pattern of incremental change periods that are punctuated by organisationwide upheavals of transformational change. This is called punctuated equilibrium • Thus, periodically, incremental changes may need to be punctuated with a transformational change • Successful negotiation of the transformational change may lead back into periods of incremental change as equilibrium is restored.
Incremental adjustments:
• Expansion in sales territory • Small shift in products and/or services offered • Minor changes in process technology
• Changes may be:
7
8
Page 2
Integrating the change perspectives
• The three perspectives (rational, learning, cognitive) suggest quite different approaches to managing change • Each perspective adds a useful dimension • All perspectives should be included in the change process • Therefore, it is important to be aware of both the content and the process of change
Structure and Systems
E.g., changes in division of labour, authority structures, control mechanisms
6
5
E.g., Changes in personnel, & the ways people act, think, relate to one another
Learning objectives
3001HSL Semester 2, 2009 To understand:
How this week’s reading and lecture link to material from previous weeks How the management of organisational change is vital to successful strategy implementation Different approaches to and types of organisational change
3 4
Page 1
Restructuring approaches
• Refocusing Assets: Down-scoping and/or acquisitions • Retrenchment: Down-sizing • Leveraged Buyout (LBO) • Changes to Organisational Design and structure
an event in the external environment “STRATEGIC change in internal management an internally created ‘crisis’ to shake up the organisation
Transformational change
reactions to unexpected conditions or, proactive results of good planning Preferably though, good planning will help facilitate this
• Time and resources impact on change style: