13719497
Descripción
Mapa Mental por william alexander ramirez arias, actualizado hace más de 1 año
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Creado por william alexander ramirez arias
hace más de 6 años
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Implementation of Strategic
Change: Politics, Power and Change
- The strategists must understand the process of elaboration in
the organization, the formulation and implementation of the
strategy imply a rational process, to drive the political changes in
the top management that influence the decision-making process.
- It is widely believed that the choice of corporate mission,
objectives, and strategy are strongly influenced by
organizational policy and conflicts within the organization.
- Organizational Power and Politics
- The rational vision is that the purposes of the strategic plans, the
election of the mission, the objectives and The strategic choice
and implementation are aimed at maximizing corporate wealth.
- Often the The process of strategic decision making is affected by organizational policies
that depend on commitment, negotiation, negotiation, power struggles and coalition.
Organizational politics can be seen as the tactic by which interested individuals and
groups try to use power to influence the goals and objectives of the organization
- The sources of power at the functional and divisional
levels are: 1. Ability to cope with uncertainty, 2. Centrality,
3. Control over information, 4. No substitution, 5. Control
over contingencies, 6. Control over resources.
- The rational vision is that the purposes of the strategic plans, the
election of the mission, the objectives and The strategic choice
and implementation are aimed at maximizing corporate wealth.
- Organizational Conflict
- Previously, it was thought that the conflict was bad
and dysfunctional. Today, conflict is considered
necessary for organizational change
- Conflict can be defined as a situation in which behavior
directed at a target of one group blocks the behavior directed
by the goal of another. The sources of conflict are traced
- Previously, it was thought that the conflict was bad
and dysfunctional. Today, conflict is considered
necessary for organizational change
- Organization's Conflict Process
- The sources of conflict are inherent
the organizations mode of
operations. The stages in the conflict
process can be viewed as follows:
- 1. Latent confl ict .
- 2. Perceived conflict.
- 3. Felt conflict.
- 4. Manifest conflict.
- 5. Conflict aftermath.
- Managing Conflict Strategically
- 1. Latent confl ict .
- The sources of conflict are inherent
the organizations mode of
operations. The stages in the conflict
process can be viewed as follows:
- Conflict Resolution Strategies
- Changing Task Relationship
- Changing Controls
- Implementing Strategic Change
- Changing Leadership
- Changing the Strategy
- 1. Colocación de exceso de empleados. 2.
Invertir en equipos que mejoran la
productividad. 3. Asignar la
responsabilidad de ganancias a individuos
y subunidades con la compañía. 4. Ajustar
los controles financieros. 5. Reducir los
productos marginales. 6. Presentación del
proceso de gestión de la calidad total.
- 1. Colocación de exceso de empleados. 2.
Invertir en equipos que mejoran la
productividad. 3. Asignar la
responsabilidad de ganancias a individuos
y subunidades con la compañía. 4. Ajustar
los controles financieros. 5. Reducir los
productos marginales. 6. Presentación del
proceso de gestión de la calidad total.
- Changing the organization
- The basic principles for organizational change are
as follows. 1) Unfreezing 2) Movement 3) Refreezing
- The basic principles for organizational change are
as follows. 1) Unfreezing 2) Movement 3) Refreezing
- Changing Task Relationship
- Steps in Change Process
- A series of distinct steps are required in change process:
1. Determining the need for change. 2. Determining the
obstacles to change. 3. Implementing change and 4.
Evaluating change.
- A series of distinct steps are required in change process:
1. Determining the need for change. 2. Determining the
obstacles to change. 3. Implementing change and 4.
Evaluating change.
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