D.Com. / Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:4181 |
| Date | 20 February 2014 |
| Creators | Weeks, Richard Vernon |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Johannesburg |
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