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14-1. Chapter 14: Implementing Strategic Change. Text by Charles W. L. Hill Gareth R. Jones. Multimedia Slides by Milton M. Pressley Univ. of New Orleans. 14-2. Preview. Strategic Change Determining the Need for Change Determining the Obstacles to Change
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14-1 Chapter 14: Implementing Strategic Change Text by Charles W. L. Hill Gareth R. Jones Multimedia Slides by Milton M. Pressley Univ. of New Orleans
14-2 Preview • Strategic Change • Determining the Need for Change • Determining the Obstacles to Change • Strategic Change and Organizational Politics • Managing and Evaluating Change
14-3 Organizational Change • Strategic Change
14-4 Figure 14.1: Three Types of Strategic Change Reengineering Restructuring Types of Strategic Change Innovation
14-5 Organizational Change • Strategic Change • Reengineering Restructuring • Differentiation and Integration Reduction • Downsizing • Innovation
14-9 Determining the Need to Change Figure 14.2: Stages in the Change Process
14-9 Figure 14.2: Stages in the Change Process Determining the Obstacles to Change Determining the Need to Change
14-9 Figure 14.2: Stages in the Change Process Implementing Change Determining the Obstacles to Change Determining the Need to Change
14-9 Figure 14.2: Stages in the Change Process Evaluating Change Implementing Change Determining the Obstacles to Change Determining the Need to Change
14-10 Determining the Need for Change • Recognize a Gap Between Desired and Actual Performance • Analyze Current Position • Determine How to Achieve Desired Future State
14-11 Determining the Obstacles to Change • Corporate • Divisional • Functional • Individual Types of Obstacles to Change
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict)
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict) Perceived Conflict
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict) Perceived Conflict Felt Conflict
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict) Perceived Conflict Felt Conflict Manifest Conflict
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict) Perceived Conflict Felt Conflict Manifest Conflict Conflict Aftermath
14-17 Determining the Obstacles to Change (Continued) Figure 14.3: Stages in the Conflict Process Latent Conflict (Sources of Conflict) Perceived Conflict Felt Conflict Manifest Conflict Conflict Aftermath
14-18 Strategic Change and Organizational Politics • Organizational Politics
14-19 Strategic Change and Organizational Politics (Continued) • Sources of Organizational Politics
14-20 Total Information Available Selected Information Available Agreement over Organizational Goals Disagreement over Organizational Goals Agreement over the Appropriate Means for Achieving Goals Disagreement over the Appropriate Means for Achieving Goals Decision Making by Negotiation, Bargain- ing, and Compromise Decision Making by Calculated Plan Figure 14.4: Rational and Political Views of Decision Making Rational View Political View
14-21 High Organizational Performance Low A Low High (Optimal Level) Level of Organizational Politics Figure 14.5: Effect of Organizational Politics on Performance
14-22 Strategic Change and Organizational Politics (Continued) • Legitimate Power and Politics • Informal Power and Politics • Sources of Organizational Politics
14-23 Ability to Cope with Uncertainty Centrality Control Over Information Functional or Divisional Power Nonsubstitutability Control Over Contingencies Control Over Resources Figure 14.6: Sources of Power
14-24 Strategic Change and Organizational Politics (Continued) • Sources of Organizational Politics • Legitimate Power and Politics • Informal Power and Politics • Effects of Power and Politics on Strategic Change • Managing Organizational Politics
14-25 Managing and Evaluating Change • Top Down
14-26 Managing and Evaluating Change • Top Down • Bottom Up
STRATEGIC CHANGE DETERMINING THE NEED FOR CHANGE DETERMINING THE OBSTACLES TO CHANGE STRATEGIC CHANGE AND ORGANIZATIONAL POLITICS MANAGING AND EVALUATING CHANGE 14-27 Chapter Summary
