Conclusion
Change is often brought about by internal and external factors. The desired change in any organization cannot be brought about without implementing organizational change strategies. The entire process requires assessing, planning, implementing, benchmarking and keeping an eye on the goals and objectives of the organization. To bring about the preferred changes a strong, secure and motivated leader is necessary. In this fast paced world where each and every company fights to survive and grow, the leader must be able to expand vision and unite the organization. Adjusting to new competitive and market demands is a significant instrument for both organizational and personal survival. To bring about a desired change in an organization careful formulation of organization change strategy in order to address the key variables that affect the change outcome is required (Strategies to Sail Smoothly over Organizational Change, 2007).
Cultural and procedural organization change strategies should be put into practice using tools like negotiation, influence and learning. A user friendly approach is necessary for persuasion to be successful. This helps the workers to vent their grievances and express their feelings without harbouring resentment. Negative attitudes can be contradicted appropriately and education put into place in order to improve awareness levels and gather support (Strategies to Sail Smoothly over Organizational Change, 2007). In order for a company to be successful they have to keep sight of where they are and where they want to be. In order to do this they have to be able to change as circumstances with the market change and as circumstances within the company...
Management "Critically evaluate the usefulness of rational decision-making for managers when making strategic choices" Characteristics of strategic decisions Long-term survival of the organization Scope of organization activities Resources and competences / Competitive advantage Then strategy is concerned with the strategic fit to the external environment Stakeholders' expectations Power in the organization - The expectations and worth of powerful agents in and around the company Strategy as Rational decision making Set objectives Understand problem Determine options Evaluate options Improvement in strategic decision making Involvement of different
Chaos Management The Chaos Theory of Management is a relatively new theory that has enjoyed considerable study but also endured significant criticism. By examining the Rational Model, Ordinary Management, Extraordinary Management and Chaos Management, the researcher is able to see differing views of the universe and the business world within it. Chaos Management, which is newer than the Rational Model and combines Ordinary and Extraordinary Management, is dynamic and creative. However,
76). As automation increasingly assumes the more mundane and routine aspects of work of all types, Drucker was visionary in his assessment of how decisions would be made in the years to come. "In the future," said Drucker, "it was possible that all employment would be managerial in nature, and we would then have progressed from a society of labor to a society of management" (Witzel, p. 76). The
The evaluation of work performance of employees is a technical process which is comprehensively, systematically and continuously carried out by the immediate superiors. The evaluation is conducted to identify attitudes, job performance and behavior of the employee during the performance of their duties and functions. The evaluation is done at all levels of the organization starting from the top to bottom. One of the most common uses of the performance
1073). Brocklesby advocates 'Soft OR' approaches such as Multi-Criteria Decision Analysis, Data Envelope Analysis, Cognitive Mapping, Soft Systems Methodology and the Theory of Constraints to allow for "conflicting objectives and multiple subjectivities" (Brocklesby 2007, p.1073). For example, the Theory of Constraints (TOC) deploys the TOC Thinking Processes to map social, material, and personal consequences of collective decisions. A TOC Current Reality Tree, searches for root causes of problems. A representation of
According to Bales, 1999, the concept behind SYMLOG is that "every act of behavior takes place in a larger context, that it is a part of an interactive field of influences." Further, "the approach assumes that one needs to understand the larger context -- person, interpersonal, group, and external situation -- in order to understand the patterns of behavior and to influence them successfully." With SYMLOG, measurement procedures are
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