3.10 managing strategic change

Question 1

network analysis

Answer 1

work out deadlines
plan the activities in a business, concurrent and dependent

Question 2

causes of resistance to change

Answer 2

self interest
different assessment of the change
low tolerance for change
misinformation and misunderstanding

Question 3

organic structures

Answer 3

informal
flexible
easier to handle change
decentralised

Question 4

mechanistic structures

Answer 4

more formal and bureaucratic
centralised
formal communication methods
little perceived need to change

Question 5

influences on organisational structure

Answer 5

founder
size
rewards
industry
work environment

Question 6

reasons for change in culture

Answer 6

performance
new leadership
legislation

Question 7

problems with changing organisational culture

Answer 7

usually deeply imbedded
power structures, need to change lots of management, high resistance
new leadership and new structures
routine

Question 8

planned strategy

Answer 8

intended strategy
identifies objectives
plan

Question 9

emergent strategy

Answer 9

decisions they make as events arise
little planning tools

Question 10

reasons for strategic drift

Answer 10

fails to adapt to changing environment
complacency
senior managers deny a problem

Question 11

divorce between ownership and control

Answer 11

owners aren’t involved in day to day
board of directors and shareholders divorce
board of directors should have incentives which align with their goals

Question 12

best practices for corporate governance

Answer 12

should have audits
non executive directors, no personal ties in the business

Question 13

need for contingency planning

Answer 13

can’t plan for every eventuality
assess which are the most important
which things may fail and damage a lot
can’t ignore major risks, change the plan to adapt