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This document discusses factors that influence continuous organizational change. It identifies external factors like changes in the marketplace, technology, and complexity of life that organizations must adapt to through change. Internal factors like decision-making processes and relationships can also drive changes. Globalization, computerization, and management innovations are particularly important changes organizations must adapt to through organizational development. This allows organizations to remain competitive by efficiently using their resources amid an uncertain, rapidly changing environment.
Originalbeschreibung:
factor affecting continuous organization change
Originaltitel
Rizescu, A., & Tileag, C. (2016). Factors Influencing Continuous Organisational Change
This document discusses factors that influence continuous organizational change. It identifies external factors like changes in the marketplace, technology, and complexity of life that organizations must adapt to through change. Internal factors like decision-making processes and relationships can also drive changes. Globalization, computerization, and management innovations are particularly important changes organizations must adapt to through organizational development. This allows organizations to remain competitive by efficiently using their resources amid an uncertain, rapidly changing environment.
This document discusses factors that influence continuous organizational change. It identifies external factors like changes in the marketplace, technology, and complexity of life that organizations must adapt to through change. Internal factors like decision-making processes and relationships can also drive changes. Globalization, computerization, and management innovations are particularly important changes organizations must adapt to through organizational development. This allows organizations to remain competitive by efficiently using their resources amid an uncertain, rapidly changing environment.
* “Nicolae Bălcescu” Land Forces Academy, Sibiu, Romania,
**“Lucian Blaga” University, Sibiu, Romania Change involves the continuous adjustment to the external conditions of organizations in the operating environment, in parallel with the growth of domestic stability. This process constitutes the dilemma of change-stability, which can be tackled only through a vision of the future, meaning the idorganization of organization- environment interaction along with a flexible organizational structure, the use of advanced technology and the existence of a system of rewarding employees that reflects the values and priorities of both, organizational norms and individual needs.
1. FACTORS INFLUENCING organizational changes are designed ORGANIZATIONAL CHANGE to deal with external factors. Thus among the factors that trigger Organizations are faced with change, the following can be identified: two sources of pressure in favor of • External factors that can be change: external and internal. In terms controlled to a lesser extent by of external factors, organizations managers. are trying hard to stabilize inflows • The managers of the companies and outflows. For example, an must respond to the changes taking organization may use a system just in place in the marketplace: new time for the management of material products introduced by competitors, resources and trying to obtain quality the amplification of new products, products in order to secure orders. advertising discounts to various On the other hand, however, the categories of products or the extent to which the organization improvement of services offered to is able to control the environment customers who want to buy products is greatly reduced, environmental or services more cheaply and better changes must be compensated quality. with organizational changes, if the • Changes in technology by organization is to remain effective. introducing computers and industrial Change can be determined by the robots that allow rapid resolution of forces of the internal environment of complex problems in production and the organization. Low productivity, management, helping to reduce costs absenteeism, turnover, sabotage, and improve quality. strikes are factors indicating that • The increasing complexity of life change management has become generates complex communication necessary. In many cases, internal systems, as well as social mutations. forces that arise in response to • Internal factors acting through changes within the organization: must adapt to the new conditions the decision making processes, created, implying the operation of communication, interpersonal changes leading to organizational relationships, leadership, management development, with a favourable style, etc. effect on efficiency. - Computerization determines changes in used knowledge from different fields. Improved procedures for the collection, storage, transmission and use of data are cost reduction and quality improvement of the products or services. Changes in information, leading to increased Fig. no. 1. Business and Human factors possibilities of information sharing affecting organizational changes between organizations determine the changes within the organization. Organizational development - Innovations in the field of represents a response to changing managerial response to globalization technical, economic, political, social, and the trend of informatization cultural, that occur in the internal creates a new structural forms of and external environment of the organization (for example, network organization. The organizations type organization), the new strategic work in an environment increasingly alliance what changes the way of uncertain, where the changes thinking on manufacturing products succeed quickly. The organization's or providing services. In terms of ability to adapt quickly to these an increasingly complex and ever- changes depend to a large extent changing environment, no company, no to its competitiveness and finally matter how powerful it may be, can no performance in the use of resources at longer control the single these changes, its disposal. Of all the changes taking which in turn requires recourse to place in the external environment various strategic alliances. of the organization, the most Organizational development is prominent of which leads to effective necessary to change the managers organizational development actions and subordinates mentalities within are: globalization, computerization the respective organization, relating and management innovations. to the increase in flexibility and get - Globalization entails changes its adaptation to the changes that in the framework of the general occur in the environment, with the markets of the external environment aim of increasing the use of resources in which the organization operates. in an efficient way. Any changes in New markets, changes within exogenous or endogenous variables, the former socialist countries, which influence the work of the developing countries in the area of organization, shall entail changes in Asia, etc. lead to the creation of a the organizational domain, which, new world economies, with a view under-performing organizations, towards globalization trends. In these should materialise in improvements circumstances the generally and of all the components of the particularly productive enterprises management system. Obviously that in the case of a solid organization, that other ideas, practices do not organizational development may offer an equivalent measure. This include all or some of the issues dimension is important in the related to the changes imposed by the assessment stage of the decision- variables taken into account. making process. The relative Also, the employees of the advantage of a change in the form organization should be helped of a higher savings influences social to understand that the current conflicts, psychological or security, organizational structure should be forming a high productivity. adapted to the new requirements Impact on social relations: involvedintransitiontomarketeconomy many of the changes are likely to and that the current information system have a decisive impact on the social should be changed and transformed relationships inside the "target" into an effective instrument available system and the relationship between to managers. Obviously, their decisions the "target" individuals or groups need a justification, using participatory from external environment. Change methods and modern management can create new leaders, as it can techniques. create other roles. This step is essential because Divisibility: refers to the extent one presumes, in effect creating the in which change can be implemented belief of human resources within on a limited scale. the organization that the present Reversibility: the size of the management system and the current reversibility is closely related to staff policy are not consistent with divisibility. It refers to the ease with market demands. Understanding the which it can be restored the status quo need for change assumes knowledge ante, in the situation where a change of the fact that the continuation of introduced is subsequently rejected. the process of management and It is also an important dimension of execution with old structures in new the stage of adoption (change). conditions, inevitably lead sooner or Complexity: the probability that later to situations that are critical to a change should be done willingly is the organization. even smaller, the difficulty of use and understanding of change is greater. This characteristic is important in the assessment stage and use (change). Different individuals may respond in a manner different from other individuals. Change agents must be prepared to consecrate a considerable Fig. no. 2. Forces of organizational change time explaining the technical aspects and levels of change of the change and training, for the 2. CHARACTERISTICS OF purpose of its use. ORGANIZATIONAL CHANGE Compatibility: appropriateness of the change in which it is to be used Relative advantage is a is very important. A situation includes dimension that refers to the unique psychological factors, sociological benefit brought by change, benefit and cultural. Change agents must have a considerable care to ensure that the change harmonizes well with fact that organizational development a number of elements, such as the is planned a different from routine values and beliefs of the group, level or accidental efforts taking place in of education, the history of change in all organizations. Continuous efforts the organization, etc. of organizational development in at Communicability: the ease with least two senses: they stretch over which information can be disseminated a long period of time and become to change is another fundamental elements of organizational culture. feature. Some social structures are more open to direct communication between people than others. This is true both for major social groups, as well as in the case of small groups. In addition, some topics are more appropriate as interpersonal direct communication Fig. no. 4.The commitment curve than other people. Communication is of the organization important in the phase of awareness and it is of interest to the decision- Forming team spirit is a making process. strategy aimed at increasing the Time: the speed at which a change effectiveness of work teams by is introduced is an important factor. improving interpersonal processes, There is a need to think in terms of clarify objectives and roles. The an optimal time. The most appropriate term spirit may refer to permanent pace of change may not correspond work teams, operative groups, to the maximum possible rate. The departments, or people from different change can then be introduced too sectors of the organization that must quickly or too slowly. This size work together to achieve a common is considered as a criterion in the goal. The formation of the spirit selection of strategies for change. of usually starts with a diagnostic session held often far from work, in which the team evaluates its current level of functionality. The objective of this phase is to build a picture of the strengths and weaknesses of the team, and the ideal result is a list of changes required to improve the Fig. no. 3. Change curve (productivity and functioning of the team. performance versus time) Total quality management is a systematic attempt to achieve 3. STRATEGIES FOR continuous improvement of the ORGANIZATIONAL CHANGE quality of the products and/or AND DEVELOPMENT services of the organization. Among the typical characteristics of TQM Organizational development is (Total Quality Management) include a continuous and planned effort to the focus on customer satisfaction, change organizations to become the concern for good relations with more effective and more human. The suppliers, continuous improvement of work processes, prevent errors, order to find a new job, etc. quality metrics and evaluation, • it is centered on increasing the extensive training and the efficiency of the organization. involvement of employees. • it affects work processes, whether Reengineering is a radical intentionally or unintentionally. redesign of organizational processes If the size of the reduction strategy to achieve major improvements in has been appreciated and adopted as terms of time, cost, quality or service. a solution for increasing performance Do not adjust the existing posts, and competitiveness, it is important structures or technologies, but rather to know what line exists between the a question of “what we are dealing initial expectations and achievements. with?” or “If you were to create It seems that the effects are not far from the organization today, how would the expected ones. When the strategy it look like?”. The strategy can be was used, with no previous training, applied to the entire organization or it has produced serious organizational just a department. Essentially, a large dysfunctions, especially prominent in the portion of reengineering is geared impossibility of introducing any form towards one or more goals like of improvement of activity and even in reduction of intermediate steps to increasing organizational inefficiencies. streamline the process; strengthening cooperation between those involved in the process. This strategy is extended in areas where bureaucracy is at high limits, large gains are possible through advanced technology and deregulation of competition. Such fields are insurance, banks, brokerage, Fig. no. 5. The organizational or telecommunications. development process Downsizing consists of a set of activities centred on the management 4. CONCLUSION of the organization in order to improve efficiency, productivity and/ Organizational development is or competitiveness. The adoption of the road to take when approaching this strategy affects both the number organizational change because of people working in the organization, it plays an important role in and the processes of work. Four organization self-assessment, as characteristics of this strategy are well as in assessing the external considered essential to distinguish environment, the development of phenomena such as organizational new strategies and the design of new decline or even dismissal: organisational structures, generally in • it involves a set of actions increasing economic efficiency. 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