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1. Strategic Change LTP004N Strategic Management in Sport Week 10 Spring Semester 2010

4. Key Elements in Managing Strategic Change Exhibit 10.1

8. Types of Change Source: Adapted from J. Balogun and V. Hope Hailey, Exploring Strategic Change , Prentice Hall, 1999.

9. Paradigms and Strategy Formulation Strengths & Weaknesses Capabilities Opportunities & Threats Environmental Forces Strategy Performance The Paradigm

10. Types of Change – Sport Examples Incremental Big Bang Nature of Change In Time Scope of Change in Org Paradigm Realignment Transformation Adaptation Reconstruction UK Rugby League in Summer Twenty/20 cricket Premier League Soccer LTA Foster Report on UK Athletics World Series Cricket Olympics post LA Evolution Revolution

14. Kerry Packer “ Cricket is going to get revolutionised whether [the establishment] like it or not. There is nothing they can do to stop me. Not a goddamn thing”

24. Styles of Leadership – Main Schools

25. Situational Based Leadership Organisational development means situations change, means leadership focus must also change

26. Linking Leadership Style with Culture Flexibility Control Internal External FOCUS Management Style Mentor Role Facilitator Role Innovator Role Broker Role Producer Role Director Role Open System Rational Goal Internal Process Model Human Relations Model Quinn, Rohrbaugh Monitor Role Coordinator Role

29. Introducing Change

30. Influence of Context on Strategic Change Exhibit 10.3

31. Forcefield Analysis Exhibit 10.4

34. Styles of Managing Change Style Means/Context Benefits Problems When effective Education/ Communic-ation Briefings Internalisation Trust Overcome lack of information Time consuming Unclear Incremental change/long duration/horizontal transforma-tional change Collabora-tion/Parti-cipation Involve in developing strategy Ownership/ improved quality Time/Within current paradigm Inter- vention Change agent coordinates/ controls Guided but with involvement Perceived manipulation Incremental/ non-crisis transformation Direction Use authority to set direction Clarity and speed No accept-ance/ill conceived Transforma-tional change Coercion/ Edict Explicit use of power through edict May succeed in crisis Least success unless crisis Crisis/rapid transform/auto-cratic culture

37. Strategic Leadership Approaches Source: Adapted from Farkas & Wetlaufer 1996 Focus of attention Indicative behaviour Role of other managers Implications for change mgt Strategy Strategy analysis/ formulation Scanning markets/ technology Day-to-day operations Delegated Human assets Developing people Right people Coherent culture Strategy development devolved Recruit/develop people to manage locally Expertise Expertise as source of comp. adv. Improve expertise via systems Immersion in/ managem’t of expertise area Change in line with expertise approach Control Set procedures/measures Monitor performance for uniformity Ensure uniform perf. vs. measures Change monitored and controlled Change Continual change Communication/ motivation Change agents/open to change Change central to the approach

41. Effective and Ineffective Communication of Change Exhibit 10.10 Source: Adapted from R.H. Lengel and R.L. Daft, ‘The selection of communication media as an executive skill’, Academy of Management Executive , vol. 2, no. 3 (1998), pp. 225–232.

44. Kotter on Management of Change Establish a Sense of Urgency Realistic assesment Crises, opportunity Empower others to Act Remove Obstacles Change systems / structures Encourage risk taking, new ideas and action Form a Guiding Coalition Group with power to lead change, working as a team Create Short Term Wins Viable improvement Reward for those involved Create a Vision To direct change effort Create strategies to realise it Consolidate and Continue to Change Credibility to do more Hire new employees Reinvigorate change process Communicate that Vision Use every vehicle available Coalition demonstrates new behaviours Institutionalise The New Link new ways to success Ensure leadership succession