Organisation Behavior Change Management
... Structure is important as it gives balance to the organisation in relation to its corporate and economical growth. Organisational structure or design is the way an organisation group’s people, jobs and responsibilities. There are five elements, according to Prather and Gundry (1995), that account for an organisation’s unique structure. ... • Technology and technological change. ... Structures and work processes must provide a foundation for giving the organisation the capability of getting todays work done effectively while anticipating tomorrows discontinuities i. ... change must be at the centre when a design for an organisational is chosen. Competitive Advantage It has been proven that an organisation’s structure is positive linked to competitive advantage. ... Chandler (xxxx) noted that companies such as Du Pont, GM, Sears, Roebuck, and Standard Oil generally follow a pattern of strategy development and then structural change, rather than the reverse. ... " Organisations have to be “opportunity-driven business development” • Fast thinking • Fast decision making • Fast to market • Sustaining speed Corporate performance Criteria that play a strong role in organisation “re-design” are: Shortening life cycle of products and services Rapidly changing business environment Globalization of world economies, technologies and innovations Shift of emphasis from a decaying industrial economy to a knowledge-based entrepreneurial economy driven by innovative technology With one business model worldwide and an unrivalled owned network infrastructure, CWT is the most global travel management company on earth. ... Linking an organisation’s unique structure to embraces competitive advantage with corporate performance, is its objectives and strategies. The most significant change in the upcoming revision to ISO 9001 is probably not what youd expect it to be: Its not customer satisfaction, continual improvement or even the process-model structure of the standard. The most significant change is the requirement for quality objectives. ISO 9001:2000 requires that quality objectives be established at each relevant function and level within the organisation (i. ... Like other authors, they note that organisational culture is the most difficult subsystem to diagnose and change. ... Further, they write that an organisation committed to major product and process innovation, it must have a culture that supports change and is shared throughout the organisation. ... strategy, culture shifts, technology advances, leadership change, mergers, etc.) on an organisation could lead an organisation to “reactive change” or “planned change”. Reactive change takes place when an organisation takes action in response to perceived problems, threats, or opportunities. Whereas, planned change takes place on carefully thought-out processes that anticipates future difficulties, threats, and opportunities (Hattan and Worsam, 2000). ... Managers must be able to manage fundamental dynamics of integrated change that includes: Shaping the politics of change Dealing with individual anxiety and resistance Maintaining control during transition periods (Tushman and O’Reilly, 1997) Deal and Kennedy (1982) argue that culture is the single most important factor accounting for success or failure in organisations. ... The ability of companies to be culturally innovative is related to leadership and top management must be responsible for building strong cultures. ... Increased competition, globalisation, mergers, acquisitions, alliances, and various workforce developments have created a greater need for: • Coordination and integration across organisational units in order to improve efficiency, quality, and speed of designing, manufacturing, and delivering products and services • Product innovation • Strategy innovation • Process innovation and the ability to successfully introduce new technologies, such as information technology • Effective management of dispersed work units and increasing workforce diversity • Cross-cultural management of global enterprises and/or multi-national partnerships • Construction of meta- or hybrid- cultures that merge aspects of cultures from what were distinct organisations prior to an acquisition or merger • Management of workforce diversity and support of teamwork.