This 8 page paper is written in two parts. The first pat looks at the process of change and the importance of management and leadership in organizational changes. The second part of the paper looks at the way a potential acquisition may be assessed with the use of a SWOT analysis, considering the different issues that will need to be considered by an acquiring company. A fictitious example of a retail chain looking to buy a smaller retail chain is used to demonstrate the analysis. The bibliography cites 4 sources.
Name of Research Paper File: TS14_TEchaqui.rtf
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an opportunity with the use of an emergent strategy, but to be successful those making the changes need to manage the process of change effectively. There are many models
of change, but there are common aspects in all, the role of management and the leader is essential in the way change is managed and where there is not support
of management the change is likely to fail. It is not only the support that is important, but the way the change is managed. Organisational changes to do with new
technology and software have a failure rate of 20%, mergers and acquisitions organisational changes fail at a rate of 29% (Maurer, 1997). Reengineering is higher at 30% and of most
concern is the figure for quality improvement, which is 50% (Maurer, 1997). One of the first models of change is that of
Kurt Lewin (1951). Lewin describes way in which change materialises as the effect of driving and restraining forces (Lewin, 1951). The position of an organisation is always under some form
of pressure to change. Driving forces can be internal or external to the organisation and tend to be focused on the bottom line. The influences which prevent change are the
restraining factors. These tend to be more personal; the resistance to change and factors which seek to keep the status quo. Managing the change starts with the way that the
resistance is overcome. Lewin observed occurring in three stages where it is successful, these are unfreezing, change and refreezing (Lewin, 1951). Unfreezing
is the process by which people are prepared for new change. This stage is essential in overcoming resistance to change and is down to the way management convey the need