2.1. and grow the organization must define

2.1. Basic Concepts

2.1.1. DEFINITION A

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Strategic management is a dynamic process of aligning strategies, performance and
business results. Effective combination of people, leadership, technology and processes along
with strategy and successful delivery makes a change successful. To survive and grow the
organization must define and grow internal competencies, develop and maintain some rules and
theories to create the future. The organization must grow along with the changes or fall without
adapting. The concept of strategic fit – how well the organization should be measured to meet
the requirements of the strategic change. This context has both external dimensions (political,
socio-economic, technological, cultural and competitive) and internal dynamics (organizational
structure, skills resources, systems and culture). Strategy gradually became how well an
organization could anticipate and react to change in its operating environment.

2.1.2. DEFINITION B

Strategic change is defined as “changes in the content of a firm’s strategy as defined by
its scope, resource deployments, competitive advantages, and synergy” Hofer and Schendel
1978. In simple form strategic change is a way of changing the objectives and vision of the
company to obtain greater success. It does not depend on the greatness of the strategy or how
useful the change may be for the organization, if you cannot make them understand to the
people it’s worthless. A strategic change must be good consideration about context
compatibility between the change and organization. It is obvious that changing something that
people used to do it for a long time is not easy.

2.2. Literature Review

2.2.1. Kurt Lewin’s Three Step Planned Change Model

Kurt Lewin proposed a three-stage theory of change commonly referred to as Unfreeze,
Change (or Transition), Freeze (or Refreeze). The first step being the unfreezing step include
determining what needs to change, create the need for change and getting ready to change.
Lewin was aware that change is a step by step process. This second stage is where we make the
changes that are needed. This stage is often the difficult as people are not aware whether the
change is going to be a success or a failure. The final of the three crucial steps is the re-freezing
step. Re-freezing suggests this stage is about implementing stability after the changes have been
done. Time plays a major role in implementing a change. This rigidity of strategic change does 

2.1. Basic Concepts

2.1.1. DEFINITION A

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For You For Only $13.90/page!


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Strategic management is a dynamic process of aligning strategies, performance and
business results. Effective combination of people, leadership, technology and processes along
with strategy and successful delivery makes a change successful. To survive and grow the
organization must define and grow internal competencies, develop and maintain some rules and
theories to create the future. The organization must grow along with the changes or fall without
adapting. The concept of strategic fit – how well the organization should be measured to meet
the requirements of the strategic change. This context has both external dimensions (political,
socio-economic, technological, cultural and competitive) and internal dynamics (organizational
structure, skills resources, systems and culture). Strategy gradually became how well an
organization could anticipate and react to change in its operating environment.

2.1.2. DEFINITION B

Strategic change is defined as “changes in the content of a firm’s strategy as defined by
its scope, resource deployments, competitive advantages, and synergy” Hofer and Schendel
1978. In simple form strategic change is a way of changing the objectives and vision of the
company to obtain greater success. It does not depend on the greatness of the strategy or how
useful the change may be for the organization, if you cannot make them understand to the
people it’s worthless. A strategic change must be good consideration about context
compatibility between the change and organization. It is obvious that changing something that
people used to do it for a long time is not easy.

2.2. Literature Review

2.2.1. Kurt Lewin’s Three Step Planned Change Model

Kurt Lewin proposed a three-stage theory of change commonly referred to as Unfreeze,
Change (or Transition), Freeze (or Refreeze). The first step being the unfreezing step include
determining what needs to change, create the need for change and getting ready to change.
Lewin was aware that change is a step by step process. This second stage is where we make the
changes that are needed. This stage is often the difficult as people are not aware whether the
change is going to be a success or a failure. The final of the three crucial steps is the re-freezing
step. Re-freezing suggests this stage is about implementing stability after the changes have been
done. Time plays a major role in implementing a change. This rigidity of strategic change does 

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