Essays on Implementing Strategic Change Case Study

Download full paperFile format: .doc, available for editing

The paper 'Implementing Strategic Change' is a wonderful example of a Management Case Study. South Australian Tourism Commission (SATC) is currently undergoing organizational change, in order to enhance its competitiveness and service delivery (D’ Ortenzio 2012). The manner in which the organization is implementing organizational change reflects a sense of urgency on the part of the national government to revitalize public service. The organization holds that through such reforms, it will be able to sustain continuity and provide quality service. Thus, the organization is undergoing a cultural change (SATC 2016).

A culture change involves the alteration in a set of beliefs, processes, and ways of doing things. Using a top-down approach, SATC hopes that by the end of the process, all its employees will have conformed to the new culture. Changes in the culture would ensure changes in public management, economic rationalism, and corporate management. These change management processes are aligned with corporate governance goals. SATC is a governmental organization that serves to promote tourism in South Australia. The organization’ s purpose is to work with the market to deliver developmental programs, deliver marketing and events that support tourism growth.

SATC markets South Australia’ s tourism product internationally, interstate, and intrastate. The organization places great emphasis on developing Australia’ s competitive strengths, which include Australian cuisine, vibrant Adelaide, accessible nature, and festivals. It also envisions achieving tourism plan 2020 that would generate 10,000 direct jobs. To achieve its strategic objectives, it becomes necessary to implement change, while at the same time, integrating the change in strategic management activities. The phenomenon of change The modern world is going fast with new technology, innovations, new methods of production, as well as changes in customer tastes and preferences.

These changes necessitate new methods of operating as opposed to the old methods in order to maintain the organization’ s core competences. The process of changing the activities, technologies, and procedures of the organization requires the senior management to ensure success in the outcome (Moran 2010). Change management simply means taking necessary actions to improve the present situation and obtain the maximum advantage from the outcomes. Nonetheless, change can stem from the external environment of the organization, compelling the organization to make changes in a bid to adjust to these forces.

For instance, change at SATC emanates from the new government policy. Such change will obtain resistance from the reaction responses of the old employees. According to Stephen (2005), initiating change strategies in the organization sparks complaints from existing employees, especially those who feel that the change disrupts their current working groups or does not favor them. Resistance can be individual or collective. Individual resistance includes habit, fear of the unknown, and security among others. Collective resistance, on the other hand, involves resistance among various workers in the organization, often due to limited focus on change, a threat to established power, and organization structural inertia.

For change to be successful, there is a need to manage it in the organization. This means using evidence-based tactics to reduce the intensity of resistance to change. Some of the recommended tactics include education and communication, implementing change fairly, participation, and manipulation, and cooptation.



ANDERSON, D. AND ANDERSON, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons

BAULCOMB, J. S. 2003. Management of change through force field analysis.Journal of nursing management, 11(4), 275-280.

BRISSON-BANKS, C.V., 2010. Managing change and transitions: a comparison of different models and their commonalities. Library Management, 31(4/5), pp.241-252

CAMERON, E., AND GREEN M. 2012 Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. London: Kogan Page, 2012. Internet resource.

D’ORTENZIO C. 2012. Understanding change and change management process: a case study. University of Canberra, Australia

HAYES, J., 2014. The theory and practice of change management. Palgrave Macmillan.

KOTTER INTERNATIONAL 2013 The 8-Step Process for Leading Change. Retrieved from

KOTTER, J.P., & COHEN, D.S. 2002. The heart of change: Real-life stories of how people change their organizations. Boston: Harvard Business School Press

KOTTER, J.P., 1996. Leading change. Harvard Business Press.

LUNENBURG F. 2010 Approaches to Managing Organizational Change. International Journal of Scholarly Academic Intellectual Diversity Vol 12.

MORAN, T. 2010. Empowering change: Fostering innovation in the Australian public service. Canberra: Commonwealth of Australia

PATON, R.A. and McCalman, J., 2008. Change management: A guide to effective implementation. Sage.

SMITH, I., 2011. Organisational quality and organisational change: Interconnecting paths to effectiveness. Library Management, 32(1/2), pp.111-128.

SOUTHERLAND K. (2000) Lewin’s Change Management Theory. Journal of management inquiry Vol. 9 (2)

STEPHEN R. 2005. Organizational behavior, 13th edition, prentice Hall Acloniti Anti. Change management: leadership and strategic change. University of Central Lancashire

TODNEM By, R. 2005. Organisational change management: A critical review. Journal of Change Management, 5(4), 369-380.

Download full paperFile format: .doc, available for editing
Contact Us