Change and the Management of Change Essay
Transform Management Planning, Implementing, handling, and looking at the movement of an firm from its current state into a new a single Business Method •New for you to sell goods in other countries •Increased competition coming from products manufactured more inexpensively in other countries-often by multinationals •Use either pan-global promoting for localization strategies •Achieve and try to preserve a competitive advantage Technical Advances-Leading to new products and new techniques •Products: fresh computer games, iPods and iPhones, hybrid-powered vehicles. •Processes: programs in production; computer assisted design (CAD) in design offices and computer systems for stock control. •Staff re-training •Purchase of recent equipment •Additions to merchandise portfolio-Other items may be fallen •Need for quicker application which may require new organizational structures and teams •Boom or economic downturn conditions-need for extra capacity or perhaps rationalism •Need for versatile production systems (staff flexibility) to cope with require changes •Explain need for extra capacity or perhaps need to justify •Deal with staff cutbacks in approach that encourages staff who have remain to take change Legal Changes •Staff training upon company plan •Increase performance by staff accepting have to change development methods •Social and environmental audits maintained strategic alterations (recycle packaging) Internal Organizational Changes •Retraining of less senior personnel to accept more responsibility •Moving operations to a new region/country •Redundancy schemes for workers who have lose their jobs •Capital-intensive rather that labour-intensive methods •Rationalisation of operations •Retraining staff to control advanced technology. •Redundancy strategies for staff who drop their careers •Flexible employment contracts and working methods *DelayeringRemoval of one or more of the levels of pecking order from a great organizational framework **Matrix StructureAn organizational composition that produces project teams that slice across traditional functional departments ° Level of Hierarchy A stage from the organisational structure at which the personnel onto it have equal status and authority •Losing Something of Value (Income, Status, Job Security) •False Beliefs (Some convince themselves current system will work to stop risks) •Lack of Trust (Past activities between workers and managers) •Inertia (Might have to operate harder) Task GroupsCreated simply by an business to address problems that requires input from diverse specialists
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