Research Paper on:
Organizational Strategy Implementation

Unformatted Sample Text from the Research Paper:
there is an advantage in understanding the process of change s that the strategy may be implemented. If we consider a  position where there is to be the major restructuring of the company where all employees will be affected to some degree it is imperative that not only do they employees  understand the change, that they are actively a part of that change, support it and help it take place.. The reasons for the failure of these organisational changes is manifold,  but the overriding reason appears to be the resistance encountered when managing change (Maurer, 1997, McCallum, 1997). In order to control resistance at all levels the change needs to be  actively managed, therefore the process of organisational change requires understanding and to be effect the change must be permanent (McCallum, 1997) All management theories agree on one point, and that  is the resistance to change; "No positives changes will ever occur within a company unless the Chief Executive realises that people are basically opposed to change. A Climate of change  must be created in peoples minds"(Jacques G Margry, Group Chief Executive, Parker Pen, quoted in Thompson, 1998) Lewin describes way in which change  materialises as the effect of driving and restraining forces (Lewin, 1951). The position of an organisation, in this model, is always under some form of pressure to change. The way  in which any changes emerge are as a result of these restraining and driving pressures (Lewin, 1951). Driving forces can be external to the organisation, for example changes in legislation,  environment changes or the industry structure, they may also be internal such as staffing matters or micro economic factors. Driving factors are highly likely to be financial in origin, such