Managing Organizational Change: Strategic Management and Strategic Change

Managing Organizational Change: Strategic Management and Strategic Change

1. Executive Summary

Strategic management is concerned with the organizational operation by business organizational administrations to address the predetermined major organizational goals and the emergent business organizational challenges and the use of business organizational capital to improve on the performance in the competitive business environment. Strategic management involves stating the organizational goals and business strategy in terms of the mission, vision and objective to be implemented in the business organization operations (Paul Joyce, 2001). The strategic management then proceeds to formulate the organization plans and policies along which the stated business organization goals are to be realized consistent with the organization business strategy. Finally, the strategic management operationalizes the business plans and policies by allocation the organizational financial, physical and human capital to implement the organizational goals specified as programs or projects.

Periodically, the business organizational performance is posited on the organization stakeholders' prospect to determine the organizational progress toward the realization of the stipulated goal. Strategic management is also consistently sanitized to the market environmental conditions for a rational planning between the management prospects and the environmental factors. Human capital in strategic planning extrapolates beyond the organizational managers to include the organizational board of directors as the top most bureaucratic organ of the business organization. The concept of strategic change in strategic management is an approach in organization's strategic management which involves forecasting and mitigating the business operation system in which an organization is a party. Strategic change is concerned with the concept of evaluation, which implies assessing the chronological dynamism in the business organization intrinsic and external environment. The major dynamic strategic change external concern to a business organization is the business competitors (Philip, 2003). Strategic change determination of the dynamic market competition a formulating business goals and business strategies in the strategic management to address the indentified and forecasted competition in the strategic changes business analysis. Strategic change analyses is also crucial in strategic management as it helps to determine progress in the implementation and success in the formulated goals and business strategy for the continuation of a consistent strategic management strategy or for its reorientation in regard to the indentified technological, completion, economic and other environment change in the strategic change analyses.

This research paper thus looks at how strategic change analyses determine the business strategy employed by an organization to realize its business organizational goals. The research seeks to refute the notion of the business strategy of a business organization being rigidly strategically managed from the organizational mission vision and objective defined by the organizational owners and management at the point of business organization establishment. This research thus seeks to establish the volatility of business strategic management based on the changes in the organizational environment as forecasted in the organizational changes analyses. Among the strategic change exhorted in this research includes organization partnership or dissolutions, external competition, conservative intrinsic organization culture and staff morale, product or services utility satisfaction, and reformulation of the buyers' knowledge. The influenced strategic management components by the strategic change include the business organization marketing strategy which determines the overall organizational operation activities.

2. Literature Review

A significant number of company's top most bureaucrats' administrators admit to being less competent in handling organization strategic change operations. This includes the 80% admission by the 700 senior managers of IBM Company. Such incompetency tendency in the organization senior management to handling strategic management issues has been attributed to the conservative training and repetitive organization management behaviorism in human resource profession (Dess, 2010). This human resource learning and operation conservative behaviorism has been postulated to rigidly condition the human mind to a specific mechanistic operational behavior incapable of implementing strategic change outside the mechanistic human resource behaviorism. There has also been a believe in organizational management that the societal homogeneity of organization implies that organizational challenges are also harmonious with only organizational inter-differences of magnitude and sophistication rather than the nature of the challenge. This justify the consistency in the human resource strategic change training and operation as any current or future organization challenges is intuitionally cognizant within the human resource management experiences.

However, certain strategic change theorists admits the need for the reorientation of the human resource learning, operation and even the whole individual with the changes in the organization environment as the best approach in the strategic change in business organization management. The criticism of this approach regards it as personal attack of the organizational management and as disruptive to the smooth, consistent and culturally entrenched organization operations. Support of this strategic management notion is based on the predicate of the effectiveness functionality of reorientating the whole organizational human resource as opposed to the emphasis on self image of the management in criticism of this strategic change predicate. The personal responsibility of each of the individual managers in an organization to reorient his cultural organizational behavior as part of the organizational strategic change is achieved more coercively through eminent personal threat during a challenge rather than a personal initiative. This notion of strategic change management through induced challenge coercion is supported by the application of behaviorism change coercion in the medical field through induced life threat. But with organizational challenges seldom reaching the level of threatening the organization management in real life situations, personal changes through coercion is thus difficult to be realized in a normal organizational environment.

The medical behaviorism coercion through induced life threat s used in formulating a strategic change management model using an induced organizational challenge