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Unit 11 Managing and Monitoring. Reading. After studying this chapter and related materials you should be able to understand: management of change methods of monitoring methods of control identification of key factors for effective strategic management

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Unit 11 managing and monitoring l.jpg

Unit 11

Managing and Monitoring



Learning outcomes l.jpg

After studying this chapter and related materials you should be able to understand:

management of change

methods of monitoring

methods of control

identification of key factors for effective strategic management

and critically evaluate, explain and apply the above concepts.

Learning Outcomes


Case study 11 australia s framework for action on tourism and climate change l.jpg

The Australian Government identified tourism as a key sector that is vulnerable to climate change concluding that:

"the impact of climate change on infrastructure and the natural environment has the potential to affect the tourism industry. In some cases this could result in social and economic impacts in regions with a high dependency on tourism as a source of income and employment." (Department of Resources Energy and Tourism, 2008, p .2)

In response the Tourism Ministers established the Tourism and Climate Change Taskforce to develop a Framework for Action.

Case Study 11: Australia’s framework for action on tourism and climate change


Management of change l.jpg

A key challenge for many tourism organisations is that their structures were generally designed to solve yesterday's problems.

Challenges to management of change include

Degree of change

Organisational adaptivity

Management of Change


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To compound this problem organisations may become "frozen" in a particular state (Lewin, 1952), not least because once a particular organisational structure and culture has evolved there is a strong tendency for structural and cultural reproduction. An organisation will tend to recruit, induct and reward its staff in line with its established culture, and the organisation will stay the same.

Management of Change


Unfreezing and refreezing l.jpg

Lewin's model for creating successful organisational change identified three important stages.

First the unfreezing of current organisational behaviour patterns is necessary in order to make the organisation more receptive change.

Second, Lewin identified the importance of movement, which involves the carrying out of change or the reconceptualisation of the organisation.

Finally, Lewin noted the importance of refreezing the organisation so as to institutionalise the change.

Unfreezing and Refreezing


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The management of strategic change must pay attention to: identified three important stages.

calculation

communication

culture and,

compliance

The Four Cs of Change


Calculation l.jpg

Calculation involves the identification of the likely impacts of a strategy both internally and externally to the organisation with a view to discovering where critical blockages may occur.

These may inhibit the implementation of change and are known as resisting forces.

At the same time it is important to record those factors (driving forces) which may help promote the desired strategy.

Calculation


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Force field analysis (Lewin, 1935) is a method of examining this. Its aim is to enhance the management of change by generating a tactical approach (Nutt, 1989).

The steps in force field analysis are:

Identification of planned change

Identification of resisting forces

Identification of driving forces

Formulation of tactics to reduce or eliminate resisting forces

Formulation of tactics to encourage driving forces

Force Field Analysis


Communication l.jpg

Effective communication is at the heart of successful strategic implementation.

Even organisations which engage in a systematic process of strategic planning may overlook this vital aspect so that the strategy may remain the property of senior management and its circulation may be intentionally or unintentionally restricted.

Different models of communication of strategy may be located on a continuum which includes:

democratic

educative, and

autocratic

Communication


Culture l.jpg

Some of the key factors in promoting cultural change can be summarised:

induction programmes for new staff

change of symbols

use of language

training programmes

appointment of key personnel

promotion and dismissal policies

incentive schemes

Culture


Compliance l.jpg

Compliance addresses the question of how strategic change can be achieved, perhaps in the face of opposition. Change may involve deploying political processes, identifying and utilising sources of power (Mintzberg, 1983), and constructing a power base from which to operate. Key issues for achieving compliance include:

control of resources

alliances

rewards and punishments

charisma, and,

managing of change skills

Compliance


Skills and methods for managing change l.jpg

Beer & Nohria (2000) distinguish between two distinct approaches to strategic change. They label these “theory E” and “theory O”.

Theory E, the hard approach, is change based on the pursuit of economic value

Theory O, a soft approach, is change based on the development of organisational capability.

Skills and methods for managing change


Theory e and theory o l.jpg
Theory E and Theory O approaches to strategic change. They label these “theory E” and “theory O”.


Skills for managing change l.jpg

Buchanan and Boddy's (1992) study of the perceived effectiveness of managers of change included the following as crucial competences:

Sensitivity to internal and external environment

Clear expression of goals

Team building skills

Networking skills

Ability to cope with uncertainty surrounding change

Communication skills

Inspirational skills

Negotiation skills

Political skills

Strategic perspective

Skills for Managing Change


Activity climate change and aviation l.jpg

Air travel is a uniquely greenhouse-gas-intensive mode of transport. Over a single journey of 1,500km, aircraft emit roughly twice as much greenhouse gas per passenger kilometre as cars or high speed rail. Shorter journeys produce even higher emissions per passenger kilometre. Over a distance of 500km aircraft emit six times more greenhouse gas than high speed rail or cars, and 12 times more than a coach.

The cross-party House of Commons Environmental Audit Committee (EAC) reports that under Department for Transport’s (DfT’s) ‘best case’ scenario, aviation will grow from around 5% of the UK’s carbon emissions today to 24% in 2050, a figure the committee considers a “substantial understatement”

The Tyndall Centre has estimated that with unconstrained growth, and taking account of its full environmental impact, aviation could account for more than 100% of the UK’s carbon budget (65 MtC) by 2050.

(Source Conservative Party Consultation Document, March 2007)

Your task: The radical reduction of C02 emissions from UK air transport. Provide advice on

a. strategic objectives to achieve this aim

b. how to manage and monitor change to achieve you aims

Activity: Climate Change and Aviation


Control mechanisms l.jpg

Control mechanisms to monitor outcomes include transport. Over a single journey of 1,500km, aircraft emit roughly twice as much greenhouse gas per passenger kilometre as cars or high speed rail. Shorter journeys produce even higher emissions per passenger kilometre. Over a distance of 500km aircraft emit six times more greenhouse gas than high speed rail or cars, and 12 times more than a coach.

Performance targets

Control systems

Measurement of performance

Corrective feedback

Control Mechanisms


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The system of management control should follow up the cycle of performance measurement with any corrective measures that are to be taken in the case that actual performance does not match up to the performance targets of the strategy. This will involve the following steps:

Identify performance gaps

Identify causes of performance gaps

Identify corrective action

Instigate corrective action plan

Corrective feedback


Obstacles to effective strategy implementation l.jpg

Hrebiniak identified six top obstacles to strategy implementation that resulted from two surveys of 443 managers. These were were:

An inability to manage change

Poor or vague strategy

Not having guidelines or a model to guide implementation efforts

Poor or inadequate information sharing

Unclear responsibility and accountability

Working against the organizational power structure.

Obstacles to effective strategy implementation


Effective implementation l.jpg

Critical Success Factors implementation that resulted from two surveys of 443 managers. These were were:

Pettigrew and Whipp's (1992) study of the management of change concluded that there were five critical success factors common in organisations where change had been successfully implemented. These were:

sensitivity to the external environment.

formulation of a strategy for change.

translation of strategic plans to operational outcomes.

effective human resource management.

consistency and coherence of strategic planning.

Effective Implementation


Effective implementation23 l.jpg

The 7-s Framework implementation that resulted from two surveys of 443 managers. These were were:

Waterman et al. (1980) claimed that effective organisational change resulted from a successful relationship between several factors:

structure

strategy

systems

style

skills

staff, and,

superordinate goals

Effective Implementation


Review of key terms l.jpg

Management of change: The process by which strategic change is identified and implemented.

A frozen organisation: One which has become rigidly routinised.

Four Cs of change: Calculation, communication, culture and compliance..

Force field analysis: Investigates forces that are either driving movement toward an objective (driving forces) or blocking such movement (resisting forces).

Theory E: Strategic change based on the pursuit of economic value.

Theory O: Strategic change based on the development of organisational capability.

Performance Target: An outcome that is set for an organization or employee to reach within a specified period of time.

Control system: The process for monitoring progress against strategic objectives.

Performance measures: These include quality indicators, financial indicators and other indicators.

Corrective feedback: Identify performance gaps, identify the causes of performance gaps, identify corrective action, instigate corrective action plan.

Strategic implementation: Putting a strategy into action

Review of Key Terms


Discussion questions l.jpg

Many airlines are resorting to strategic alliances or horizontal mergers in moves towards more globalization. Choose an airline and conduct a force field analysis for such a strategy.

Explain how success could be encouraged in implementing a tourism destination strategy using Pettigrew and Whipp's (1992) five critical success factors and Hrebiniak’s (2006) discussion of obstacles.

Using examples from the tourism sector discuss the importance of control systems in strategy implementation.

Discuss the significance of the 4 Cs in the management of change in a tourism organisation.

Explain what Lewin (1952) meant by the freezing and unfreezing process in achieving strategic change

Discussion Questions


Unit 11 managing and monitoring the end l.jpg

Unit 11 horizontal mergers in moves towards more globalization. Choose an airline and conduct a force field analysis for such a strategy.

Managing and Monitoring

The End


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