Managing Strategic Change: An Executive Overview
Abstract
The term management is one of those words that may be losing its value in today's world. This is due to the fact that its usage is so broad and diverse that its meaning needs to be qualified for people in organizations to have a workable operational definition of the term. The purpose of this text is threefold. First, it is designed to help those individuals who have never taken a formal course in management. Although executives reading this text will probably have practical experiences in the field of management, they may be lacking in the conceptual foundation that would give them a deeper understanding of the concepts that frame those experiences. Before one can fully appreciate management at the strategic level, it is first necessary to understand the general concept of management in its most robust form. The second reason for the text is to help those individuals who have taken a course or two in management, but for whom time has eroded some of their knowledge of the field of management. Lastly, this text is designed to provide some insights into the dynamics of managing organizational change. In conversations with managers and leaders in the workplace and in the classroom, many relate that through the years their experiences have been good and have left them with good feelings as to the nature of what is entailed in the process of managing change. Others who have had some bad experiences have neutral feelings or the view that managing change is a necessary evil, especially at the strategic level. The reality is that managing organizational change lies somewhere in between. Chapters are as follows: Evolution of Management Thought, Classical Approaches to Management, Systems View of Management, Leading and Managing Change, and Future Trends in Management.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2003
- Accession Number
- ADA430599
Entities
People
- Robert M. Murphy
Organizations
- United States Army War College