.
While all three are similar in content and approach, they differ in many ways. The systems include some relevant points discussed by Dervistsiotis (1998). As follows the show a need, a want and a plan:.
(1) A sufficient Dissatisfaction with the status quo or state A, as described by current performance levels (profit, quality, responsiveness, etc.) and their trends.
(2) A strong attraction towards moving to a more desirable conditions or state B. This is usually described in a vision statement about the attributes of a highly desired future, often in terms of goals and performance attributes relative to competitors.
(3) The appeal of a well thought out strategy for realizing the vision, i.e. how we get from A to B.
To get to the points of wanting the change managers are either proactive or reactive. Being proactive requires a manager to be a futurist and see long term objectives of an organization, yet these in the past were rare. Most organization managers have been reactive. These organizations become followers and only advance in dire situations. Being reactive is not a downfall, but rather no reaction at all is. .
Managing Change 4.
Regardless of position of responsibility, an organizational manager is driven by three factors to change. These factors were: demands of customers, which included, price, time to delivery, and service; competition in the marketplace; and an expectation that the organization will produce a quality product. These three factors represented more than 75% of the issues presented by Birkner & Birkner (1997).
Knowing this, the creation of a strategic mission should be the most ambitious, most debated and most analyzed piece of the puzzle. It must state clearly the organizational position and plan. This statement of mission developed, with the assistance of a diverse and cross-sectional group (Emely, 1995), is the ultimate goal or objective all within an organization will strive for.
