Contemporary Perspectives on Strategic Market Planning

Questions: 1. How and why do middle managers support and resist strategic change? 2. Why do models of planned change not bring about cultural change?3. How do leadership behaviours positively and negatively impact upon employee commitment to organisational change? Answers: 1. Middle managers support and resist strategic change From individual approach to high level of organizational change, change is experienced everywhere for their growth and development. It is not an easy task and people have the capacity to accept through the changes. Multiple factors affect the process of change and the resistance. To achieve the successful change, resistance should be known and managed properly. This will help to manage the successful change. Organizational change exists in two types such as evolutionary and revolutionary. The major objective of change is to improve the potential of organization for market competition. Resistance to change: It is vital to focus on an idea that hinders the process of change at different stages called as resistance. The resistance is called as an opposing view that is the major cause of issues of implementation and failure of change. Implementation of change is influenced by the structure of the organization and its practices. Change occur issues among groups and individuals. It involves many stakeholders and change agent should have the willingness to develop the alliances and to meet the needs of group. Middle managers play an important role in corporate change because of proper actions in strategic and local structure. Middle managers are major key to successful change that helps to reach the goals successfully. They serve as a vital communication association among senior level management and line personnel. In information, employees communication is vital during the process of change. Middle managers are aware of emotional needs and they have more time to interact with their subordinates. Through this approach, the middle managers play an important role in change process. (Leigh, 2012) Middle managers play an important role in change management. Strategic change alters both the structure of the organization and the relations. Change decreases the power and creates conflicts and resistance. To be successful, change should be identifiable and it avoids the loss of clarity in terms of roles and responsibilities. To deal with the conflicts, the change implementation needs proper diagnosis of important divisions and it nurtures support from major stakeholders. The transformational leadership motivates individuals and develops commitment and values and aspirations. (Macmillan Tampoe, 2000) Employees need to be committed with respect to the vision and it influences the lack of any systems as well as processes. It is not easy to deal with the commitment and the issues need to be resolved through networks development. Strategic change requires a proper framework of leadership that understands the diversity challenges of implementation and it needs important framework of leadership. It generates greater work force. It is supported by middle managers because it helps in consistent planning for change and communication occurs between two parties. Change is managed by observing trends and needs and it uses planned change to deal with the issues and opportunities. The major rule is the technology change is bottom up. The approach of bottom up focuses on organization. Employees at lower level focus on knowing the technology and there is a expert required for proposed changes. Managers need to facilitate the decision making and there is the opportunity required for continuous improvements. (Yousaf, 1993) Structural change focuses on hierarchy of goals and management. Training is an important tool to deal with the mindset of the organization. The organizational development is the importance of health and effectiveness with the improvement of internal relationships and increases the capabilities of the problem solving in the organization. This increases problem solving and improves the relationship of employees. (Kerin, 200) Middle managers positions and differ strongly from one organization to other. This requires organization to focus on clear goals and talents for high performing middle managers. Middle managers focus on unique needs and the middle managers relies on performance. Middle managers focus on struggling on delegation. There is a need of effective communication and interpersonal skills and it influences senior management for the same. Middle managers actively support the role of vision and recognize the achievement. Organizations can motivate the managers to deal with the challenges. Organizations should focus on the middle managers with the importance of business success and align the strategy to deal with the goals and objectives. It provides opportunities and facilitates success with effective strategies of motivation. (Tanner, 2015) Middle managers can focus on the efforts with the majority of employees. Employees need to assure proper responsibilities and roles to support the employees through change and it adopts the change to processes. Middle managers focus on enabling and dealing with the change with respect to words and actions with the influence of productivity and proficiency to implement the change. They are crucial at times of change and it impacts the change. A manager positively influences the speed that impacts the change. Middle managers offer front line staff that is important with respect to innovation and managers seek progress. Middle managers offer resistance and addresses to manage the implementation challenges. Middle managers focus on innovation and encourage dealing with consistency and proficiency. Middle managers are key agents for change in the organization. Middle managers in most organizations have high influence with the success of organizational change. It helps to communicate and implement the ideas of senior managers and communicate the performance and problems with respect to the uses. Middle managers focus on change and it develops the priority with respect to change. Middle managers focus on involvement of the change and it is responsible for the success of the change. It helps to meet the success and measures. The middle managers lead the change with the hierarchy of the management. They need to focus on delivering the change. Change is implemented with the respect to the responsibility. This enables the next steps with effective implementation and the role of a manager is complex and it come in different sizes and shapes. The organizational goal can be introduced with the product with respect to the organization. The top management is developed with respect to the roles and responsibilities. 2. Models of planned change not bring about cultural change Organizations are strongly specialized within the organizations and change management can be varied with different terms such as re-engineering, restructuring and cultural transformation. Change in the individuals work in the organization with respect to the skills, values and behavior. It deals with people, systems and design. It is classified as planned and emergent behavior. It is mostly driven by scenarios and it takes place to lead the organization. It is associated with employees that impact in the work place. Change has to be focused that fits the leadership into the process of change. It is said that change require strong leadership that approaches the stage of success. It is vital for bringing the change in a planned manner. Models of planned change in an organization Change is managed effectively and managers use planned change to help the organization to deal with the issues and opportunities. Planned change in an organization helps to monitor the forces and these activities depends upon the styles of managers and organization. (Coulson, 2004) Organizational development is the important application of behavioral science to improve the health and importance of organization with respect to the ability of environmental changes. This improves internal relationships and increases problem solving skills. Organizational development improves change and effective decision making. It brings the major change and implemented the change effectively. Communication should be the major part of change management strategy and it needs to address the resistance through communication. Change management should focus on dealing with commitment and it should deal with the responses successfully. There is a need of effective communication sources and the change process needs to be configured with clear communication. It increases problem solving approaches and improves relationship with employees. (Williamson, 2013) Change process The process of change includes unfreezing, moving and refreezing strategies. In case of unfreezing, the company practices to deal with the things differently. It understands the ways of thinking and feeling. Moving stage develops the strong vision to lead the company. It establishes the vision to develop the necessary steps and it is critical to deal with the real goals and objectives. In case of refreezing, the change in the organization identifies the behavior successfully. It helps to control the measures and it supports the change in terms of behavior. Thus, it also promotes high adaptability, flexibility and continuous improvement. (Ghamdi, 2005) Change management and model plays an important role in improving the performance of the company. The organization adopts changes in order to tackle with the competitive market and changing needs of the clients. However, it is relevant to know if the planned change management improve the cultural changes within the organization. It is assumed that the changes introduced through the system dont affect the cultural values of the company. The models has been developed and implemented to improve the overall performance of the organization (Bernerth, 2004). In the process model change different factors related to the operational activities like planned, inevitable, life cycle, conceptual, and social cognitive reasons are analysed. Through such process, an attempt is made to analyse the roles and functional importance through which the production activities for the business can be improved. The roles related to the process and the production activities are defined as this will help in improving the performance for the company. The management of the company basically focus on adopting effective strategies that would benefit the company with the production process (Day Harrison, 2007). Cultural values are considered to be a part of the change strategies that is being adopted by the company. However, the models developed by the experts basically concentrate on adopting and implementation of effective strategies through which the changes could be introduced for the benefits of the company. In the conceptual model for the business change concentrate on the maintenance and content related to the strategic initiates that has been developed and implemented by the management. In this method, the change and the factors affecting the changes has to be analysed (Coutu, 2004). The process is based on analysing the individuals and their requirements related to the cognitive mechanism that is used for analysing the behavioural outcome of the change methods or initiatives that has been adopted by the management. The conceptual models concentrate on adopting different methods through which the changes can be implemented. This is an important process through which the desired task for the company can be achieved (Day Lance, 2004) The changes are made with an intention of improving the production activities, through which the production process can be improved. Change needs to be implemented, after planning for its effectiveness and usefulness to the organization. The theories basically concentrate on developing better strategies through which the changes could be implemented for improving the production activities. The cultural values and the changes are related to the process that is adopted for improving the internal work culture, which affects the performance of the company. The strategic changes and the plans adopted by the management have to be analysed and it has to be integrated with the strategic plans that has be implemented by the company. Theories developed by the managers are exclusively drafted and introduced by the organization (Landau Drori, 2008) Culture changes related to the organizational factors are related to the roles and responsibilities through which the changes can be introduced for improving the performance that has been planned to be implemented by the management. The cultural changes are related to the changes that would have to be implemented for handling the internal cultural differences that could affect the business performance. As the changes are quite specific, it becomes a challenging task to implement the changes through which the proximity for the company can be improved. In this process, different factors related to the cultural values have to be analyzed and it has to be related with the business activities or organizational changes. Through this method, it is possible to implement the changes through which the internal work culture can be improved by the management of the company. Thus, the planned model for introducing the changes related to the production activities and process model not necessarily impact the cultural factors or changes (Lord Emrich, 2001). 3. Leadership behaviors positively or negatively impact upon employee commitment to organizational change To manage the organization, there is a need of effectiveness and effective leadership. Different styles of leadership have different effects. It is important to influence the commitment towards understanding the potentials in achieving the added values, shared vision and goals as well as integrity. It helps to deal with the individual followers. Effective leadership theories have been proposed to influence the effectiveness of the organization through employee performance. Leadership is a process that guides the behavior and attitudes of others towards achievement of objectives and goals. The person with high quality needs to be influenced to behave in a particular way and focus on instructions properly. It influences relationship among leaders and followers who deal with changes and outcomes that focuses on shared goals and purpose. Thus, leadership is influenced that exist among people. It emphasizes to involve influence, intention, shared goals and objectives, responsibility etc. (Kind, 2011) It involves different types of acts and influences to achieve the outcomes. It also accomplishes proper objectives. Job satisfaction and employee satisfaction are used interchangeably. It is a positive state that evaluates the experience of the job and when all employees are paid, the uniform incentives increase in their pay. If there is an increase in the pay, it will focus on positive impact on the job satisfaction. Many factors influence the level of job satisfaction and Work environment, promotion, pay system, opportunities, management behavior and style, equal opportunity are the major factors that influence the satisfaction of job. Leadership is influenced with respect to job satisfaction and transformational leadership strongly focus on differences between leading for change and stability. It develops strong vision to deal with the others and offers appropriate rewards to understand the social needs and requirements. Job satisfaction, employee performance and productivity, organizational commitments are impacted by the behavior and style of leadership. (Moore, 2005) The study skills and use of learning resources influences organizational change. Theory and concepts and examples are to be followed with originality and autonomy. No logical inconsistencies exist in the organization. The outstanding skills of the study and the use of learning resources play an effective role. Excellent skills of knowledge are applied to critically evaluate and response the questions. Thus, different theories are applied to deal with the question. The knowledge base of satisfaction leads to possible evaluation and it requires strong development. Major logical inconsistencies are evident that requires proper development and growth. This helps to demonstrate the required objectives. There are differences among scholars with respect to commitment that are interrelated and organizational commitment is called as an individuals alignment toward the organization. Therefore, the commitment of an organization fulfils the goals of the organization. It develops the loyalty of employees in the organization. Commitment has been known as the major factor for job recognition on the employee behaviors. Organizational commitment has greater impact on all the behaviors of the organization. Contingency theories: This theory helps to achieve the leadership effectiveness with respect to the situation. The theory was introduced by Blanchard and Hersey and it focuses on the behavior of the leaders such as directive behavior, supportive behavior, participative behavior and achievement oriented behavior. It will identify the effectiveness and focus on the superiors behavior. The committed employees are likely to increase the satisfaction and maximize the performance. It aims to increase productivity and there are important parameters such as job satisfaction, organizational commitment and organizational behavior are supported with the proper construct. It has positive impacts on organizational outcomes. The major dimensions refer to the increase of employees that belongs to an organization and the affective attachment to meet the goals and values of the organization. (Williamson, 2013) Conceptual model: As per this model, the perceptions of employee in terms of change develop towards the change. This model is based on the idea and change leads to organizational commitment. Employee commitment leads to achieve the success of an organization. It is a phenomenon faced by individuals and organizations on a daily basis. The transformative style of leadership helps to support and enhance the commitment to change among the employees. High commitment from the employees and the leader are required to meet the change. Employee commitment is defined as the major force that helps an individual to deal with the coursed action for the change. Employee commitment is based on important factors such as trust, fairness and employees concern. If employers focus on building commitment, there is a need of proper trust, concern and fairness that leads to strong and favorable outcomes. Transformational leadership focuses on the willingness to deal with the extra efforts. It indicates the high level of commitment and represents the organization and management literature. It has positive association between leadership and relation as well as commitment. This way, it influences the process of decision making and increases organizational commitment to identify the needs and transformational leaders support to encourage decision making and high level of performance. It also relates to affective commitment that implies to determine successfully. This style of leadership supports an important approach to change the beliefs, values and attitudes of followers. The vision of change can impact the reactions of followers through different sources. It assists employees in sense-making and it is an important factor of change. Thus, leadership behaviors possess important roles in employee commitment for change. It is a strong belief that employees are more likely to commit for change and they tend to support change. They focus on dealing with the purpose and value of change efforts that lead to support the changes. Leaders influence others in different ways and it helps employees to deal with the change process and focus on the resistance. It involves leadership and creativity. The quality of communication is important and leaders generate trust and commitment at the time of change with their behavior. References Bernerth, J. (2004). Expanding our understanding of the change message. Human Resource Development Review, 3(1), 36-52. Coutu, D. L. (2004). Putting leaders on the couch. Harvard Business Review, 82, 64-71 Coulson, C. 2004. Strategic planning: Harvard business review. Day, D. V., Harrison, M. M. (2007). A multi-level, identitybased approach to leadership development. Human Resource Management Review, 17, 360-373. Day, D. V., Lance, C. E. (2004). 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