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 conk out and evaluate the nature of these relationships shared by organizations environment and their external activities. Introduction As the business land continues to evolve every day, people are moving from the olden formulas of doing business to new and technological equipped systems (Schniederjans, 200574). The scope of this paper is to show that it is filmful for managers and marketers to incorporate knowledge of substantiated organizational change in cast to ensure that business organizations and their environments correlate with the internal activities, processes, and systems (King, 200959). The essay discusses that the art of technological advancement is high hence management and its team need to be up to date. Ultimately, this helps the company to achieve both short and long-run objectives. Further, the scope of the essay presents a documented evidence of research based on selective d ivert academic literature, concepts, models and theories based on change management in an organization. ... Critical outlook into the nature of the resonance between an organizations surroundings and its management of internal activities shows that, at eons, it may be cranky following the idea that not all suppliers, consumers, and different actors in the outside environment will chance on 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 disconnectionion between organizations internal activities and their external aspects. Formerly, organizations were able to disconnect their external rela tions from their internal functioning activities mainly because there were just a few confabulation 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, on the table manufacturing, business process re-engineering, and redefined production as well as the new customer service management 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