MNG3702 - Lecturer Slide Q&A's Latest
Update
Explain what strategic change entails - Answer-1. Strategic change is *not normal
change *, but *proactive change * to achieve strategic *goals. *Strategic change
involves changing strategic direction in light of * internal and external factors. *
2. Strategic change may involve * large scale changes (revolution) *or many small
incremental changes.
3. *Planned * strategic change processes (as opposed to unplanned change): change
model *Kurt Lewin *, change model of John Kotter - can be used to ensure the
organization stands a better chance of * executing its chosen strategy *
List the 8 steps of the change model of John Kotter - Answer-*Step 1: Establishing a
sense of urgency*
Need for change - not changing causes risk of success.
*Step 2: Creating the guiding coalition *
Group of individuals with knowledge and skills to drive change
*Step 3: Developing a change vision *
Create a compelling vision , employees can buy into , mobilize them for change.
This should be easy to understand, realistic and attainable goals but be focused
enough to provide clear guidance and appeal to the long term interests of stakeholders
*Step 4: Communicating the vision for buy-in *
All platforms, leaders walk the walk.
*Step 5: Empowering broad-based action *
Remove barriers - structural and human.
*Step 6: Generating short-term wins *
Long project - need short wins.
*Step 7: Never letting up *
Keep momentum.
*Step 8: Incorporating changes into the culture *
• proving that the new way is better
• reinforcing the culture with every new employee
, Pros' and cons to model of John Kotter - Answer-Advantage of Kotter model: Process
step by step easy to follow. Clear steps for guidance. Focus on preparation and
accepting of change.
Disadvantages of Kotter model: Steps can't be skipped. Process takes a great deal of
time. Top-don approach and no room for co-creation. Can lead to frustration.
Kurt Lewin model 3 steps - Answer-*unfreezing, changing and refreezing*
*ADV:* Provides a visual summary of all the various factors supporting and opposing a
particular idea. Everything is grouped together.
*Disadvan: *Its very rational, goal and plan oriented. Very strict on paper and does not
always consider the human feelings and experiences that can have negative
consequences.
Name 4 Types of change: - Answer-1. *Adaptation* (incremental): only adapt to new
situation, organization can handle it.
2. *Reconstruction* (sudden and disruptive): a sudden alteration in the market
conditions; rapid change needed.
3. *Evolution* (incremental): fundamental changes over time. Change in strategy over
time may require cultural change. No urgency to create change.
4. *Revolution* (fast and disruptive): fundamental changes as a result of sudden and
fast-changing conditions. Puts pressure on organization to change.
Context in which change occurs - 7 - Answer-An effective strategic leader will
*recognize* when change is needed and in most forms change occurs to *align the
culture* of the firm with the strategies. Clear considerations of *contextual elements*
need to *precede the formulation of management strategies* which will deal with
change
1. *Time:* How quickly the change is needed?
2. *Scope:* How much change is needed.
3. *Preservation: * What organizational resources and characteristics need to be
maintained?
4. *Diversity*: How homogeneity are the staff group divisions within the organization?
5. *Capacity: * Does the organization have the capacity to change (resources needed)?
6. *Readiness: * Are the employees ready for the change?
7. *Capability: * Do the organization's employees and managers have the capabilities to
implement the change?
What is organizational architecture? - Answer-Organizational architecture is an *
integrated strategic response (blueprint) *that draws together the *key dimensions of
strategic planning and implementation components * of the organization, such as
Update
Explain what strategic change entails - Answer-1. Strategic change is *not normal
change *, but *proactive change * to achieve strategic *goals. *Strategic change
involves changing strategic direction in light of * internal and external factors. *
2. Strategic change may involve * large scale changes (revolution) *or many small
incremental changes.
3. *Planned * strategic change processes (as opposed to unplanned change): change
model *Kurt Lewin *, change model of John Kotter - can be used to ensure the
organization stands a better chance of * executing its chosen strategy *
List the 8 steps of the change model of John Kotter - Answer-*Step 1: Establishing a
sense of urgency*
Need for change - not changing causes risk of success.
*Step 2: Creating the guiding coalition *
Group of individuals with knowledge and skills to drive change
*Step 3: Developing a change vision *
Create a compelling vision , employees can buy into , mobilize them for change.
This should be easy to understand, realistic and attainable goals but be focused
enough to provide clear guidance and appeal to the long term interests of stakeholders
*Step 4: Communicating the vision for buy-in *
All platforms, leaders walk the walk.
*Step 5: Empowering broad-based action *
Remove barriers - structural and human.
*Step 6: Generating short-term wins *
Long project - need short wins.
*Step 7: Never letting up *
Keep momentum.
*Step 8: Incorporating changes into the culture *
• proving that the new way is better
• reinforcing the culture with every new employee
, Pros' and cons to model of John Kotter - Answer-Advantage of Kotter model: Process
step by step easy to follow. Clear steps for guidance. Focus on preparation and
accepting of change.
Disadvantages of Kotter model: Steps can't be skipped. Process takes a great deal of
time. Top-don approach and no room for co-creation. Can lead to frustration.
Kurt Lewin model 3 steps - Answer-*unfreezing, changing and refreezing*
*ADV:* Provides a visual summary of all the various factors supporting and opposing a
particular idea. Everything is grouped together.
*Disadvan: *Its very rational, goal and plan oriented. Very strict on paper and does not
always consider the human feelings and experiences that can have negative
consequences.
Name 4 Types of change: - Answer-1. *Adaptation* (incremental): only adapt to new
situation, organization can handle it.
2. *Reconstruction* (sudden and disruptive): a sudden alteration in the market
conditions; rapid change needed.
3. *Evolution* (incremental): fundamental changes over time. Change in strategy over
time may require cultural change. No urgency to create change.
4. *Revolution* (fast and disruptive): fundamental changes as a result of sudden and
fast-changing conditions. Puts pressure on organization to change.
Context in which change occurs - 7 - Answer-An effective strategic leader will
*recognize* when change is needed and in most forms change occurs to *align the
culture* of the firm with the strategies. Clear considerations of *contextual elements*
need to *precede the formulation of management strategies* which will deal with
change
1. *Time:* How quickly the change is needed?
2. *Scope:* How much change is needed.
3. *Preservation: * What organizational resources and characteristics need to be
maintained?
4. *Diversity*: How homogeneity are the staff group divisions within the organization?
5. *Capacity: * Does the organization have the capacity to change (resources needed)?
6. *Readiness: * Are the employees ready for the change?
7. *Capability: * Do the organization's employees and managers have the capabilities to
implement the change?
What is organizational architecture? - Answer-Organizational architecture is an *
integrated strategic response (blueprint) *that draws together the *key dimensions of
strategic planning and implementation components * of the organization, such as
