Managing and leading strategic change Essay Example | Topics and Well Written Essays - 2750 words

Managing and leading strategic change - Essay ExampleIts purpose is to critically analyse and evaluate the nature of these relationships overlap by organizations purlieu and their external activities. Introduction As the business world continues to evolve every day, people are moving from the olden formulas of doing business to new and technological supply systems (Schniederjans, 200574). The scope of this paper is to show that it is implyful for managers and marketers to incorporate knowledge of substantiated organizational change in order to ensure that business organizations and their environments correlate with the internal activities, processes, and systems (King, 200959). The turn out discusses that the art of technological advancement is high thus forethought and its team need to be up to date. Ultimately, this helps the company to achieve both short and semipermanent objectives. Further, the scope of the essay presents a documented evidence of research based on selectiv e appropriate academic literature, concepts, models and theories based on change management in an organization. ... Critical outlook into the nature of the rapport between an organizations surroundings and its management of internal activities shows that, at times, it may be peeled following the idea that not all suppliers, consumers, and otherwise actors in the outside environment will find the organizations systems, activities, and processes convenient. This indicates that the nature of the relations shared between and among these agents undergoes residual changes based on prices and time (Collier and Agyei-Ampomah, 200944). According to evolutionary models that include adaptive models and systems theory, expound on organizational change management as cognitive. Today, organizations are facing a primary problem, which is the disconnection between organizations internal activities and their external aspects. Formerly, organizations were able to disconnect their external relations from their internal functioning activities mainly because there were just a few communication methods between the outsider and insiders (Shah, 200782). Public relations, purchasing, marketing, top executives, and the strategic planning sectors of an organization handled the external functions (Mcdavid and Hawthorn, 200641). On the other end, the production, engineering, accounting, human resource management, both middle and lower level managers attended the internal aspects of the organization. However, when the facade of networking, flexible manufacturing, business process re-engineering, and redefined production as hygienic as the new customer service focus entered the market, organization relations changed (Ramanathan, 200960). These constructive changes indicate that all people involved with any organization need to engage both their knowledge from the