CHAPTER ELEVEN. CHANGE, DEVELOPMENT, STRATEGY
CHAPTER ELEVEN CHANGE, DEVELOPMENT, STRATEGY 268 Chapter Eleven Key terms and definitions Theory Practical tips A selection of theories and beliefs Competitive advantage The strategy model The BCG matrix Case Studies The Hawthorne experiment Rolling dice Dangerous liaisons Structure tailored to strategy Change, development, strategy: Crossword Supplementary reading Change, Development, Strategy “In a gentle way, you can shake the world.” Mahatma Gandhi Key terms and definitions Change is omnipresent in the life of organizations. It is hard to imagine even a short period of time in which no changes occur. This is because of the density of the organization’s external and internal environment. The global and local goods and services as well as capital and labor markets operate around the clock, inducing changes of prices, demand and costs, which force the management of organizations to adjust. These adjustments lead to changes in the profile of activity, technologies, market orientation, and employment policy. Political events, legislative changes and changes in government policies have similar consequences. They change people’s attitudes, aspirations and motivations. Organizations and the environment change each other. Simultaneously, similar adjustment processes take place both within organizations and in their environment. The types or categories of change can be based on many criteria. All the parameters that determine the social and material, external and internal organizational balance are subject to changes. The most important of these changes are technological, economic, institutional, social and political. On the micro dimension, power relations and power play are important. Some changes that are continuous,...
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