CONTENTS
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INTRODUCTION
Once a business decides that a change in strategic direction is
required, the one area it will always have problems with is managing strategic
changes.
Often strategies are put together very badly with little thought
to how the strategy is to be implemented. The aim of this section is to expand
on how to manage strategic change.
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MANAGING STRATEGIC
CHANGE
To bring about strategic change effectively, we must firstly
examine how power and influence exist in an organisation.
Handy (1985) suggests several types
of power which may persist. Three main categories are described (a) The
relativity of power, (b) The balance of power, (c) The domain of power. Handy
expands further by describing categories of power:
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PHYSICAL POWER - Based on one person being physically
stronger than another.
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RESOURCE POWER - Based on the resources on one person
has, being stronger than another.
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POSITION POWER - Based on the seniority position of
one person in an organisation.
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EXPERT POWER - Based on skills and technical
knowledge.
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PERSONAL POWER - Based on individual personalities.
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NEGATIVE POWER - Based on the principle that an
individual can disrupt power in an organisation.
Handy states that a business needs
to recognise the different spheres of power within it's structure, prior to
implementing change, as these spheres could prove to be disruptive.
Johnson & Scholes (1993) further
expand on power in an organisation:
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STATUS - Power of the individual or group, based on
position in the organisation.
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CLAIM ON RESOURCES - Power based on resources
available to the individual/group, for example the financial budgets.
Johnson & Scholes also suggest
that power can come from outside the business, covering:
Power affects a business in a variety of ways as Morgan
(1986) suggests the following areas are the most important sources of power:
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'Formal Authority.
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Control of scarce resources.
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Use of organisational structure, rules, and regulations.
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Control of decision processes.
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Control of knowledge and information.
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Control of boundaries.
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Ability to cope with uncertainty.
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Control of technology.
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Interpersonal alliances, networks and control of
'informal organsiation'
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Countrol of counter-organisations
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Symbolism and the management of meaning.
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Gender and the management of gender relations.
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Structural factors that define the stage of action.
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The power one already has.'
Morgan further states that the
sources of power enhance their own interests during periods of conflict.
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CONCLUSIONS
Power exists visibly and invisibly within any business. The
visible levels of power are those which exist in terms of the hierarchy of the
business. It is the visible holders of power who are perceived as being the
people who hold power and steer the business in the correct strategic direction.
The invisible holders of power, those people who through
personal relationships and influence have a bearing on how successful a strategy
is implemented.
When developing the strategic direction of a business,
management must realise that to be successful, the strategy needs to be
discussed with everyone who is going to be involved as a result of it. There are
no firm conclusions we can suggest for effective strategic change management,
only pointers:
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Look at the effectiveness of existing strategy, does it take
your business to the correct direction.
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If a new strategy is to be looked into, see how effective it
has been in other companies, don't be afraid to ask your competitors, see
the initial problems faced by different organisations.
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View how the strategy will affect your external influences
the customers and suppliers.
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Consult all internal parties to be involved in a new
strategy.
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Ask employees what they feel could be amended to the
strategy and what unforeseen obstacles are there?.
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Set out a clear definition of the new strategy and what this
entails.
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Layout clear implementation dates for which the business
must achieve various parts of the strategy.
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Ensure everyone within your organisation is given clear and
precise information as to what the new strategy entails.
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Analyze the performance of the new strategy and review how
effective the strategy has been.
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Make changes where necessary, set annual performance
targets.
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Remember that a new strategic direction will not happen
overnight, it needs to occur over a long term period, and not just as a
short-term fix.
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