organizational structures will be compared with each other in terms of vertical (efficiency) and horizontal (learning) in chapter 3. Certain approaches of organization steering will be proposed and analyzed in chapter 4. The effects of innovation and change to organization will be described in chapter 5 and finally the transaction cost will be evaluated in the last chapter. 2. organizational definition As mentioned this internet university will be constructed without the central back office, which
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ORGANISATIONAL CHANGE Organisational change is an organisation’s response in process to external environmental changes. The pendulum of change: organisations will be at various stages, but desire to be on the OD side Organisational Focus vs. Organisational Transformational Focus OD – planned, long term, internal focus (strengthening the company for the future) (evolutionary) OT – unplanned, short term, reactive, external focus (revolutionary) Planned vs. Unplanned Planned change: an organisation’s
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motivation” describes a. Situational leadership b. Transactional leadership c. Transformational leadership d. charismatic leadership e. referent leader 5. The potential ability to influence behaviour to change the course of events, to overcome resistance and to get people do things that they would not otherwise do is a. Power b. Control c. Motivation d. authority e. delegation 6. The power that comes by virtue of fact that the person holds a position is
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Table of context Introduction 2 Theory Kurt Lewin 2 Organization culture and the need for change 4 Develop management 6 Conclusion 7 References 9 MANAGING CHANGE AND CHANGING MANAGERS FROM ABC TO XYZ. Introduction According to: (http://staffs.academia.edu/documents/0032/6728/RJCM_A_135908.pdf) “Change management has been defined as “the process of continually renewing and organization’s direction, structure and capabilities to serve the ever-changing needs of external and internal
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Change is an unavoidable part of working and living. People can react to change, the stress change causes could be huge, and change could provoke some resistance from the followers to the proposed change by the leadership. If it is presented well, it is possible for it to be an opportunity for the development of a professional rather than additional problem with which nursing staff and their patients have to deal with. Some changes could be unexpected; many are stimulating, leading us to new challenges
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Organizational change is usually provoked by some major outside driving force, substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Most times there are strong resistances to change because people are afraid of the unknown. Many people believe things are already fine and don't understand the need for change. Many doubt there are effective means to accomplish major organizational change. Sometimes there are conflicting goals in
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Resistance to change Organization Change can be defined as an influence where a company or an organization moves away from the normal state and schedules towards better goals in order to increase its effectiveness and also keep up with the changing markets and technologies(Donaldson, 1996). During the change process in the organization, resistance is always expected from various teams and individuals which include the organizational level, the group level and also the individual level. Perren
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Change. Some thrive on it, while others resist it. Why is it that two individuals can look at the same thing and think totally different thoughts? Half full, half empty so to speak. Some see possibilities and some see consequences, some see change as essential, while others fear the worst. Reluctance seems to predominate wherever changes require movement into the unknown, and is a very natural reaction. Proposed change signifies the loss of something familiar or comfortable, and it takes time to
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Organisational Change (HRMG5027) Tutors’ names: Dr Deborah Price & Dr Jenna Ward Student Name: Yu Kang Student Number: P10506959 Word counts: 3438 Submitted Date: 17/05/2013 Introduction Everything in this world is moving and changing including organization. Organizational change occurs as a reaction to an ever-changing environment, a response to a current crisis situation, or is triggered by a leader (Jones, 2004). In 1947, K Lewin indicated that group life is never without change, which
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as the deliberate and yet purposeful planning of a given job and includes all of its social and structural aspects as well as the effects of these aspects on the employee. Mergers can have profound effects on the design of organizations. Certain changes may occur within the administration while other may occur within the general organizational workforce structures as well as organizational processes. There may be a need for the managerial positions to be simplified with the truncation of the redundant
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