...INFORMATION TECHNOLOGY AND ORGANIZATION DEVELOPMENT Abstract Over the years information technology (IT), has increasingly become an important factor and fundamental to support organizational processes and development. When one hears the terms Information Technology and Organizational Development, one may think of two different completely opposite entities and industries. However, there are many theories that recognize information technology (IT) as a critical infrastructure in many organizations and also developing as an effective contributor to organizational performance. In this paper, I will determine if there’s an association between the two industries as it relates to organization development efforts of an organization. I will also determine the effects information technology has on organization development. Introduction Information Technology What is Information Technology? According to Dictionary.com, Information Technology (IT) is “the development, implementation, and maintenance of computer hardware and software systems to organize and communicate information electronically.” It is referred to as anything that relates to computing technology, such as networking, hardware, software, the Internet and etc. It is very obvious that we live in a technology driven world. Information technology (IT) is recognized as a critical infrastructure in many organizations. IT is also emerging as an effective contributor to organizational performance. It is often argued that success...
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...Organizational Change and Development Ghana Christian University College Organizational Behavior SDM 201222101004 Lecturer: Ms. Caroline Aggrey- Fynn Word Count: Date : 18th December, 2015 Table of Content pg Introduction Definition of Organizational Change Types of Organizational Change Causes of Organizational Change Importance of Organizational Change Resistance to Organizational Change Conclusion References Introduction Organizational change is very important in organizations of today. It is actually a process in which an organization optimizes performance as it works toward its ideal state. However, it occurs as a reaction to an ever-changing environment, a response to a current crisis situation, or is triggered by a leader. For organizational change to be successful, it is not only the process of adjustment but requires sufficient managing capabilities. To be ahead of competition, companies need to look ways to do things more efficiently and cost effectively. However, there is no need to fear change; instead businesses should embrace as a way to lay the foundations for enduring success. Definition of Organizational Change According to Grimsley (2015), “organizational change is both the process in which an organization changes its structure, strategies, operational methods, technologies, or organizational culture to affect change within the organization and the effects...
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...Business Management and Organizational Behaviour Organizational Behaviour - Change Organizational Behaviour – Change Introduction Change affects us all in different ways. The reality today is that managing change and coping with change is a never-ending process that can be complex and stressful. Constant change is commonplace in the modern workplace. Specific factors driving change include changes in the work itself, structural and organizational design alterations, shift to the global economy, and increased diversity. There is often resistance to change in organizations. This is usually traced to some combination of individual, group, or organizational characteristics, including the design structure of the organization, changing systems and programs, changing organizational policies, and the organizational culture. Organizations need to remain compatible with their external environments. However, the environments in which organizations operate are constantly changing, so they must recognize the shifts and respond accordingly in order to survive and remain effective. Successful organizations monitor their environment and take appropriate steps to maintain a compatibility with the new external conditions. Given the increasing amount of change that organizations experience, it is critical that all employees learn strategies to manage change and cope with change. Rather than resisting change, employees and successful organizations embrace change as an integral part...
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...organization bring in outside consultant to manage the organizational change process ? Change management is essential for organizational development in dynamic environment. Any change is likely to be resisted by the employees, if their confidence in the organizational system evaporate. The role of external change agent is to establish the faith and confidence of the employees on the organizational management system, as a first step. Effective change management depends on absorptive capacity of the organization and adaptive skill of the employees. The same may be assessed and suitable measures may be suggested by the external change agent. Further organizational architecture and agility are important factors in quick decision making and adaptation to change. The external change management agent may study and suggest the suitable measures for improvement. Introduction to change management Change is only permanent feature of our life. Life of individuals and organizations are evolving ever since their creation. Modern companies are in a state of cultural change. From working more or less alone to solving specific tasks, we are now required to work in an interdependent way. Teamwork is vital. These changes require that we change what we expect from the co workers. We have to change the values we highly believe. Values like awareness, teamwork, tolerance, responsibility and information are paramount - just as flexibility and change readiness. Team work make in imperative that we develop...
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...Organizational Research and Theory: MBA 6001 | Research Paper | | The purpose of this research paper is to address organizational research and theory and to determine the importance of establishing rules, regulations and standing operating procedures in an organization. An organization’s way of conducting business and its environment is critical to the success of that company. There are many elements that complete the puzzle of that organization that will determine that organizations success or failure. All personnel from the highest to the lowest level have key roles that display the relevance of the organizational environment, organizational design and organizational change. The Organization An organization is defined as “a tool that people use to coordinate their actions to obtain something they desire or value which is to achieve their goals” (Jones, 2010, p.2). According to Jones (2010), an organization is a response to and a means of satisfying some human need. It is important to be innovative in an organization. When new technologies are discovered and needs are increased, the organization thrives in their success. As long as there is a need that an organization can provide, the organization will have continuous success. There are many people who have goals of becoming an entrepreneur in their area of expertise. “Entrepreneurship is the term used to describe the process by which people recognize opportunities to satisfy needs and then gather...
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...entThe Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage +1 (703) 558-4445 • (877) 766-3337 An ESI International White Paper www.esi-intl.com Table of Contents Abstract .................................................................................................................................. 3 Introduction .......................................................................................................................... 4 Why Change?......................................................................................................................... 5 The Elements of Change ..................................................................................................... 5 The Change Management Life Cycle ............................................................................... 7 Phase 1: Identify the Change ............................................................................................. 8 Phase 2: Engage the People .............................................................................................10 Phase 3: Implement the Change ..................................................................................... 12 Conclusion ...........................................................................................................................14 References ......................................................................................................................
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...MANUFACTURING TECHNOLOGIES WITHIN SMALL AND MEDIUM INDUSTRIES IN KENYA Jacob Luballo Muyoyo Gangla Department of Computer Studies Kenya Technical Teachers College P.O. Box 44600 Nairobi - (0)20 7120212, 0729994440 E-mail:Luballomuyoyo@yahoo.com ABSTRACT Small and medium scale industries (SMIs) are increasing under pressure to adopt advanced manufacturing technologies (AMTs) to survive or be competitive. Previous studies suggest that AMTs can diffuse in SMIs that adopt new ways of thinking, have a workforce with higher level of skills, a flexible organizational structure and inculcate a new culture in managing, training and planning of the manufacturing technologies. However, in Kenya where SMIs appear slow to adopt AMTs, little work appears to have been done on the ability of SMIs to implement AMTs successfully. An exploratory survey of 60 SMIs suggest the need to rethink implementation of AMTs if they are to obtain strategic benefits of AMTs. In particular, they need to rethink their organic structure and understanding of the technologies, plan their level of skilled workers and engineers, and change their culture. Increasing their competitiveness and organizational flexibility requires a flexible structure, training of the workers to running multiple machines, stopping production when problem occurs, communicating organizational goals, and participating in idea generation and decision making. Further, SMIs need a higher understanding of these technologies to realize...
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...Organizational Change Process: The EMR in Health Care Settings In the past decade, new advances in technology have changed health care. Experts continue to speculate that information technology has and will play a key role in efficiency, costs, and quality of patient care (Mehlman, 2010). With these changes comes the demand for hospitals to keep up with the times. In January 2009 President Barack Obama spoke about the government’s recent stimulus package and drive to have Americans’ health records electronic “within the next five years in order to save both dollars and lives” (Childs, Chang, & Grayson, 2009, para. 2).The “meaningful” use of electronic medical records promises to improve processes, decrease errors, and extend far beyond cost savings for the hospital, physicians, nurses, and the patients. Transforming a paper-based system into an electronic health- record application will allow real-time patient information to pass through multiple sources faster, enhance communication throughout the hospital into the community, and provide fiscally responsible care with the click of a mouse. Updating to an electronic form of medical records storage has been proven to be more economical and efficient. However, organizations are often met with resistance when moving forward with plans to transition without adequately preparing the employees of the organization. Whenever a breakdown in the communication between the administrators and staff members has occurred, a barrier to...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...Journal ofEngineering and Technology Management, 10 (1993) 229-264 229 Elsevier Impacts of programmable manufacturing technology: A review of recent studies and contingency formulation Jeffrey K. Liker”, Ann Majchrzakb and Thomas Choi” “Industrial and Operations Engineering, University of Michigan, Ann Arbor, MI 48109, USA bZnstitute for Safety and Systems Management and Industrial and Systems Engineering, University of Southern California, Los Angeles, CA 90089, USA Abstract This paper reviews the literature on the social impacts of programmable manufacturing technology (PMT). Several perspectives on the social impact of technology are identified ranging from simple additive models that view technology as having a set of individual and independent causal impacts to a contingency perspective which views the impact of technology as dependent on technical and organizational characteristics. The paper statistically summarizes 30 empirical studies within the 1986-1990 period and finds common trends in findings as well as contradictory evidence. The common trends are that PMT tends to lead to more organic organizations, but also meets with negative employee attitudes, stress, and perceptions of reduced job security and mobility. The contradictory evidence is that most studies report simple, additive effects, while a substantial portion find that the impacts depend on a wide range of contingency variables. The authors argue that simplistic views of PMT as being...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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...Organizational Communication and Organizational Culture in the Air Force University of Phoenix April 11, 2011 Organization Communication and Organizational Culture in the Air Force As most any branch of the military, the Air Force’s vision and mission statements are the same which are to serve, fight and win. The Air Force’s mission is to “fly, fight, and win”. (U.S. Air Force, 2009). Organizational communication is important when setting the boundaries of organizational culture so employees will know how to act and will understand the vision and mission statements. Every branch of the military has their unique field that they protect such as the Navy’s specialized area is the water, the Army’s specialized area is the land, and etc. The Air Force’s specialized area is in the air, space, and cyberspace. The Air Force “achieves this mission with Global Vigilance, Reach and Power… by developing Airmen, technology to war fighting and integrating operations” (U.S. Air Force, 2009). The Air Force’s core values are integrity first, second is service before self and third is excellence in all we do (U.S. Air Force, 2009). The appearance of the Air Force’s mission statement and core values shows the organizational culture to be strict and rigid and the organizational communication seems to be straightforward to meet these goals. From stories that are handed down from generation to generation and learning from movies, the public seems to picture any military branch as...
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...Three Phase Change Management Framework For E-business Transformation • Phase I : Vision, Communication and People • Phase – II : Processes & Technology • Phase III : Customers, Suppliers and Other Value Chain Partners ➢ The rules of change management ➢ Organizational and Personal Change Management ➢ Responsibility of Managing Change ➢ Change Management Principles ❖ References [pic] The rate of change in today's world is constantly increasing. To cope with an unpredictable world you must build an enormous amount of flexibility into your organization. Organizations can structure themselves for increased flexibility to respond to change, for example using project teams, virtual structures and networking. Gary Hamel, Professor of Strategic and International Management, states that “corporate leaders [should] build organizations that are as nimble as change itself, to make innovation everyone’s job, and to dramatically increase the returns on human capital” Planning, implementing and managing change in a fast changing environment is increasingly the situation in which most organizations now work. Dynamic environments such as these require dynamic processes, people, systems and culture, especially for managing change successfully, notably effectively optimizing organizational response to market opportunities and threats. Many things cause organizational change. These include: ...
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...INTRODUCTION Change is defined as pervasive influence, where all aspects are subject to continual change of one form or another (Mullins, 2005 , p.909). Also, change is an inescapable part of both social and organizational life. The abstract of organizational change is in regard to organization change, as opposed to smaller changes such as adding a new person, update a program. Instance of organizationwide change may include a change in mission, restructuring operations, new technologies, mergers, collaborations, and rightsizing. Change in organizational scheme is an attempt to alter the organization`s alignment with its environment. The Nature and Causes of Resistance to change Employees have to learn something new therefore they resist to change. In many reasons there is not a divide with the advantage of the new process, but rather a fear of the unknown future and about their ability to adapt to it. Forces of Change The general environment is parted in to different dimensions: External forces for change originate outside the organization. First of all, these forces have global effects, they might reason an organization to question the essence of what business it is in and the process by which products and services are produced. There are external forces for change is discussed below: The workforce is more diverse and there is a business responsibility to effectively manage diversity. Thus, organizations need to effectively manage diversity if they are to receive maximum contribution...
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...Abstract In completing the organizational Structure Simulation, One could observe how changes are bought as a result of strategic initiatives within Synergetic Solution affect work design and organizational culture. The Simulation challenges of implementing structural changes, and deals with the resistance to change as an individual as well as organization level. It also allows me to employ different tactics to deal with resistance and lead Synergetic Solution through the stages of transition. After reading they will know at least three of internal and external forces of change for Synergetic S Solution. Also what the leaders at Synergetic Solution need to consider implementing change strategy and models the leaders may employ. Synergetic Solutions Report To give a little history about Synergetic Solutions, it is a six billion dollar company in business of system integration, assembling, and reselling leading computers brands. The company employees over 300 employees, mostly sales, and service department, and they have five locations across the East Coast. The majority of the employees at Synergetic Solutions have only basic computer assembling and trouble shooting skills. Individuals with a higher skilled operate as the specialists. Synergetic Solutions Chief Executive Officer Harold Reed made forays into the networking solution business of designing and implanting...
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