Rapid, Volatile, Discontinuous Change

Along with the development of organization,rapid, volatile, discontinuous change is emerging in Political, Economic, Social, Technological, Environmental and so on - Rapid, Volatile, Discontinuous Change introduction. In this paper, it will outline what is concept of rapid,volatile,discontinuous change,and how impact on strategic management process, Then, it is going to suppose if I was a CEO and use models to explain details in recent cases as responding to discontinuous changes. Introduction As a successful Organizations, it should do to achieve strategic competitiveness and earn above-average returns. hanson,2011)

Nowadays organization may meet rapid, volatile, discontinuous change that makes strategic management further challenging and multifaceted because there are two primary drivers which influence the nature of the competitors landscape for maintain or exceed than ever. The two drivers are global economy and technology. Therefore, this change will affect on organizational strategic management process , and meanwhile, there are a lots of models could help organizational CEOs to respond to this discontinuous change.

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Accordingly, the combination of those two approaches of change is suitable for transformational organisations which have to consider holistic approach which helps produce flexibility to counter uncertainty situation, in addition, there have to be strategic change plan which can be learned and relieves the fear of change among employees (Kenny, 2006). In the first stage of innovation, organisation has to face high level of risk and uncertainty (Kenny, 2006), such as changing to new marketplace where consist of extreme competition. This situation might affect attitude of entire staff (Chaharbaghi and Willis, 1998).

As a result, critical learning is indispensable in this stage to create the atmosphere of understanding the problem of organisation and transfer knowledge in order to enhance the ability of making decision in rapid change situation. Besides, this learning process leads to the lower degree of change resistance but higher level of participation which are vital component to achieve strategic change goal (Kenny, 2006). Afterward when employees understand more about the situation, it is time to inform the direction and plan of strategic change. In this tep, eventhough the implementation becomes more constant, organisation must maintain flexibility for unexpected situation.

Finally, when organisation is covered with understanding and predictable situation, the normal operation of implementation was brought in to perform (Kenny, 2006). Consequently, it can be concluded from above implementation step, which applies the radical approach when there is a lot of risk and uncertainty and the incremental approach when there is lower scale of risk and uncertainty, is the process of transformational strategic change based on learning for transformational organisation.

The hardest step of changeAccording to Zeffane (1996), strategic change needs to well mould existing people system, new technology and new work process together, and management of organisational culture is essential to succeed in business. Additionally, development and concentration on belief among employees in organisation help create the effective performance of company. Appelbaum et al. (1998) support that the largest obstacle of strategic change is not coping with technology or work process, but it is coping with people. In the other words, changing people system is the most difficult part of strategic change process.

Hence, individual aspect is needed to be more concerned in the process of implementation. Kenny (2006) state that leader plays important role in this change and should be transformational leadership (Zeffane, 1996). Furthermore, leader is responsible to chare organisation?s vision clearly to subordinates. For example, manager should be able to communicate the crisis situation to his or her subordinates so as to decrease the resistance to change (Appelbaum et al. , 1998). Moreover, involvement in strategic change process develops motivation among staff and leads them to have commitment in this change.

Ultimately, the participation would encourage organisation to the success. For instant, when employees? vision is included in strategic change plan, these employees would feel the responsibility to follow their visions spontaneously (Landrum and Gardner, 2005). Furthermore, learning is essential in every stage of strategic change in transformational organisation, especially during emergent change period, because knowledge could help employee gain more efficient ability of decision-making which is dramatically useful for reaction to rapid change in globalization.

In addition, critical learning is very vital for reactive response, since when people in organisation undoubtedly comprehend complexity of situations, they would think rationally to react to problem and strategic change in the way of new vision and new strategy. In the other words, critical learning can change organisational culture to fit with new business strategy (Kenny, 2006); (Pfeifer et al. , 2005). Therefore, it can be seen from discussion above that holistic alignment between proper organisational culture, structure and work process is needed to achieve the objective of strategic change.

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