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Managing Strategic Change (MBA work ). In this report ,I will be discussing one of the change which company (DG Private Hire ) is going through to make itself a market leader in the region and strategies adopted ,factors which are influencing or may influence the company in future .

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STRATEGIC MANAGMEMNT MODULE 1:Managing Strategic Change (Distance Learning MBA) FEB 2013 [1] Title An analysis of organization change situation (Growth through acquisition), a theoretical approach with answer to three particular questions as below: 1. Elements of the environment which have most influence on the change within organisation 2. How realistic it is for managers to try and change organisational culture 3. Some advantages and disadvantages of change situation Table of Contents Introduction of change management Company Introduction 1. Core business of the organization Theory of strategic management A brief llok on the history Concept of strategic management Pupose of strategiv management Envirement 1. Types of environment Strategic management process Advantages of change Disadvantages Manager?s role in the change of culture of the organisation Conclusion Refrences Every organization exist for some purposes either to contribute to the society, or to maximize the profit for the stakeholders and are often forced to adapt other business by acquiring or partnering/merging in order to remain competitive or simply to grow their business. A company may merge through sale deed to a larger public company or its reciprocal. Companies restructure their operations, assets and relationships with the stockholders in search of higher growth, expansion, technology adoption and greater revenues. Organizational change can be referred to as organizational development and organizational transformation (Cummings and Worley, 2005; Newhouse and Chapman, 1996) Mergers or acquisitions, and transformation is form of change strategy which often enable a private company to develop a competitive advantage by increasing services through growth in the market, greater share in the market profit and shareholders value. A very common motive more or less is the strategic growth, talent growth, a uniqueness in services and products, and aiming to become market leader when two private companies from the same business class or market enter into a merger agreement it is known as horizontal merger, the merged private companies benefit from economies of scale and increase total market share by consolidating facilities, combining operations, increasing working capital, reducing competition, ...read more.


Two major divisions have been made in the external environment. 1) The Mega Environment 2) The Task Environment The mega Environment: The mega-environment, or general environment as it is sometimes called, is that segment of the external environment that reflects the broad conditions and trends in the societies within which an organization operates. It elements are: Technology Economic elements Legal and political Socio-culture Demographic trends The task environment is made up of specific outside elements (usually organizations) with which an organization interfaces in the course of conducting its business. It elements are: Customers and clients Competitors Local government agencies On of major threats DG have to face from external environment is from the local council, which have major plan to spend £570m on extension of the Nottingham Express Transit (NET) a local tram network, for which work has already started and will be completed until end of 2014, which will connect the city to three major counties areas where local private hire company are operating for transportation of passengers. This will effect DG business to great extend and other small firms in the region, as local population will have an alternative, a cheaper way of commuting to city. Internal environment is composed of the elements within the organization, including current employees, management, and especially corporate culture, which defines employee behaviour. It includes the values and expectations of the firm’s stakeholders; its mission, goals and objectives; and its resources. THE STRATEGIC MANAGEMENT PROCESS The strategic management process is an eight-step process that includes strategic planning, implementation, and evaluation. The first step is identifying the organization’s current mission, objectives and strategies. Step 2 is analyzing the external environment. it defines strategic options. Step3 is identifying opportunities and threats. Organization need to assess what opportunities to benefit and what threats to avoid. In case of DG Hire, it has clear vision of opportunities in the market through expansion, being recognized as a single large company in the local and regional level, give him a big competitive advantages ...read more.


Review all work systems such as employee promotions, pay practices, performance management, and employee selection to make sure they are aligned with the desired culture. As an example, you cannot just reward individual performance if the requirements of your organizational culture specify team work. Managers can change organizational culture to support the achievements of business goals. Changing the organizational culture requires time, commitment, planning and proper execution - but it can be done. Conclusion From the above discussion it could be concluded that change is a continues process. Any organisation small or large can never be successful organisation if it does not adapt to continuous process of formulating strategies to deal with internal environment of the organization as well as external enviroment.The top management and the managers should pay particular attention to resistant element of the organization culture. Communication of change process within the organization brings some time innovative ideas which could be adapted into strategies for the achievement of the goals. REFRENCES 1. Course strategic change module chapters 1,2,3,4,and 6 2. Organisational Change , 3rd edition ,by Senior .B. (2006) Chapter 1,2,4 and 6 3. In Marvin D. Dunnette and Leaette M Hough(Eds),Hand Book Of Organisational psychology 2nd ed. Vol 3 :1992 1. Shields, J. (1999), Transforming Organizations, Methods for Accelerating Culture Change Processes?, Information Knowledge Systems Management, Vol.1, No.2, (Apr.), pp.105-115. 1. Paper on ?Mergers and Acquisitions as a Growth Strategy ?presented on International Conference on Business, Economics, and Behavioural Sciences ,(ICBEBS'2012) April 13-15, 2012 Pattay by Ibrahim AKGOBEK . Selcuk University Kadinhani Meslek Yuksek Okulu Kadinani/ Konya- Turkey . 1. Delhi Business Review X Vol. 9, No. 1 (January - June 2008), ? Change Management challenges Facing the |Change Management theory and Research 2. Creating successful organizational change, Goodstein, L and Burke, W Organisational Dynamics No 4, Vol 19 ; (1991). 3. Porter, M. E. 1996. What is strategy? Harvard Business Review,74(6):61?78. Abbreviation: DG mean DG Private Hire Trent Car was the biggest rival of DG before it was taken over by DG in 12/20012 ________________ [1] By Mr M A Raja ...read more.

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