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This paper examines the issues which should be considered when undertaking strategic change within an organization, particularly as they relate to the concept of corporate social responsibility. Two relevant tools from the strategic literature are applied and further explained throughout the paper. First, the paper defines key terms as they relate to change management. Then, it applies Porter's Generic Strategies framework to change management, dividing the approach into three parts and highlighting each. Next, the paper explores stakeholder analysis, which is another key tool used by business strategists in relation to managing strategic change. This includes a discussion of Mendelow's power interest grid. Finally, the paper addresses which approach to use when faced with change management.
Porter's Generic Strategies
Porter's Generic Strategies
From the Paper:"In the first instance, it may be worth defining the key concepts which the essay draws upon namely, the concept of strategic change and that or corporate social responsibility or CSR. In the first instance, strategic change may be seen as those changes which take place within an organisation which embrace the whole organisation in one form or another (Johnson et al 2008). However, how strategic change is managed within an organisation may be seen as the source of considerable debate with both prescriptive and emergent approaches being argued for and against in the literature (Johnson et al, 2008). On the one hand, the classical view of strategy may be seen as one which advocates a prescriptive approach towards strategic change, this is to say that those within the senior levels of an organisation evaluate the opportunities and threats within the external environment and then formulate strategies on the behalf of the firm designed to best make use of the resources and competences of the firm in order to bring about the best results (Lynch, 2009). As such, these approaches towards strategic change as seen as planed in nature and falling under the control of those within the most senior levels of an organisation. By stark contrast, alternative approaches towards strategic change..."
Sample of Sources Used:
- De Witt, B, Meyer, R. 2004. Strategy: Process, content, context. An international perspective. 3rd ed. Australia: Thomson Press.
- Freeman, R, E. 1984. Strategic management: A stakeholder approach. Boston: Pitman.
- Friedman, M. 1970 13th Sep. The social responsibility of business is to increase its profits. New York times magazine.
- Grant, R, M. 2008. Contemporary strategy analysis. 6th ed. Oxford: Blackwell Publishing.
- Ivancevich, J, M, Konopaske, R, Matteson, M, T. 2010. Organisational behaviour and management. 9th ed. New York: McGraw Hill Irwin.
Cite this Analytical Essay:
Change Management and Corporate Social Responsibility (2012, September 28) Retrieved August 18, 2019, from https://www.academon.com/analytical-essay/change-management-and-corporate-social-responsibility-151811/
"Change Management and Corporate Social Responsibility" 28 September 2012. Web. 18 August. 2019. <https://www.academon.com/analytical-essay/change-management-and-corporate-social-responsibility-151811/>