Change Analysis in an Organisation
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Find a change situation within your own organization (where you work now or where you worked in the past) to analyze.
The following format should be used:
1. Introduction
a. Briefly explain the strategic change initiative
b. Briefly explain the importance of the Images or Vision concepts and its application to a strategic change initiative
2. Application Analysis
a. Gather information within your organization that supports the strategic change initiative.
b. Address each concept and apply it to the strategic change initiative based on the information you gathered or found in the case.
3. Lessons Learned
a. Briefly explain what you have learned by applying the concept to the strategic change initiative.
b. Based on what you learned, explain in some detail how a practicing manager could use this knowledge to better manage change.
c. Identify any mistakes that were made in using the change concept and how you would fix the situation.
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Solution Summary
A real organisation change is analysed very comprehensively in this explanation in terms of an introduction to the importance of strategic change, to an analysis of change initiative concepts to lessons learned and evaluations. 832 words with 5 references.
Solution Preview
The following format should be followed
1. Introduction
a. Briefly explain the strategic change initiative
The strategic change initiative was to reduce three layers of management in the company where I worked and the formation of teams related to every process. So, there would be production teams, sales teams, marketing team, finance and accounting team, HRM team, and administration team. We were told that the need for this change was to improve efficiency and to increase the revenues/profits of the company. Initially there were so many problems with team formation that one could not imagine how these changes could lead to improved productivity.
b. Briefly explain the importance of the Images or Vision concepts and its application to a strategic change initiative
From the point of view of images, in my view there were strong controlling activities. The intended activities were achieved. The team formation was done with an iron hand and the image of change manager was that of a director. The management was at control and it appears that change outcomes were achievable. This was a top down approach and the management was firmly in control of the change and it believed that the change outcomes were achievable. The change management in my company could be observed. The top management ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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