1. Lecture # 28

2. 3. Levers for managing strategic Change Structure and Control - Conformity seeking or CST - Top managers may change strategy but behaviour and assumptions remain the same - Structure and control may be manufacturing consent -structure and control should be directed to promote knowledge and values appropriate for strategic Change Routines organization specific ways to do things around here - may lead to competitive edge or act to block change and creativity - changes in organizations routines can be a powerful signal of and stimulus for change

3. Symbolic processes- Symbols are objects, events, acts or people which express more than their intrinsic content - Change process are not always at overt level and of formal nature - Rituals of the organizations are implicitly concerned with effecting or consolidating change - Behaviour of change agent and CEO is the most powerful symbol of all in context of change. - Use of language effects change process Political Processes - Ruling – opposition party be it public sector or private – nature of opposition vary -Therefore change means perceived threat for existing elites want to perpetuate their rule -Successful change management means building the power or political base overcoming resistance and achieving compliance

4. Communication - Effective communication of vision –mission and strategic intent -Feedback -Performance feedback -Choice of media – involvement and ownership -Grapevine – gossips rumours story-telling etc. Change tactics -Timings -Sequence of events -Dismissals & layoff -Promoting winners & heroes