LIGAPRODUCTION (LPRO) is a full-service provider which produces and distributes high-quality point-of-sale (POS) items such as shop-window campaigns, in-store elements, store-construction elements or event productions. For our national and international clients, we offer unique custom-made items and prototypes, as well as large series productions with worldwide logistics.
The concentration of six different production workshops and an in-house logistics unit under one roof, an ultra-modern infrastructure and integrated processes and information technology (IT) systems guarantee maximum flexibility and reduced transaction costs while ensuring efficient production for our clients.
Throughout the project, our project management has been in constant contact with our clients and has managed all production workshops, as well as the logistics and installation unit. As a result of increasing operational fields and responsibilities, as well as the growth in total and dutiable shipments, the current IT system in the logistics department needs to be replaced with a new IT solution based on AEB’s Assist 4.
Contents
1 Understanding the background to organisational strategic change
1.1 Introduction to the chosen organisation
1.2 Models of strategic change
1.2.1 Lewin’s change management model
1.2.2 Burke-Litwin’s causal change model
1.2.3 Tuckman’s model of team challenge
1.2.4 Kotter’s eight-Step change model
1.2.5 The McKinsey 7-S Model
1.3 The relevance of models of strategic change to organisations in the current economy
1.4 The value of using strategic intervention techniques in organisations
2 Issues relating to strategic change in an organisation
2.1 The need for strategic change in an organisation
2.2 Factors driving the need for strategic change in an organisation
2.2.1 External factors
2.2.2 Internal factors
2.3 Resource implications if the organisation fails to respond to the need for strategic change
3 Leading stakeholders in developing a strategy for change
3.1 Developing systems to involve stakeholders in the planning of change
3.2 Developing a change management strategy with stakeholders
3.3 The systems used to involve stakeholders in the planning of change
3.4 Create a strategy for managing resistance to change
4 Planning to implement models for ensuring ongoing change
4.1 Developing appropriate models for change
4.2 The plan to implement a model for change
4.3 Developing appropriate measures to monitor progress
5 Conclusion
References
Appendix
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