A dysfunctional conflict is any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals” (p.305). Functional conflict within an organization challenges individuals to change and not become so content. Dysfunctional conflict must be addressed quickly and eliminated. The influence that conflict has in an organization depends on how much and how well the conflict is managed
Then again, it might so happen that the IT arrangements situated for procedure re-designing are either not accessible or don't work to fulfillment. • General project risks: The organization taking up process re-engineering projects may not have the competence to implement the solution it is seeking or the BPR team which is entrusted with the project may not perform to the desired level. • Functional risks: Process re-engineering may need a reorganizational plan which may not be applicable to the kind of business in which the organization is engaged. • Political risks: Frequently, the BPR activity loses the backing and responsibility of the top administration either because of progress in initiative or because of progress in recognition. The procedure re-designing activities lose the budgetary or work force bolster and are at long last surrendered.
The communications strategy primarily describes the channels the change program will use to communicate with the stakeholders and the messaging strategy defines what the change program will tell them and when. While these two strategies go hand in hand, it is important that they are treated as different things. Blending them into one tends to be at the expense of the messaging strategy, whereas the messaging strategy should inform the communications strategy. The biggest threat to the success of a business improvement program is stakeholder apathy. Getting the “business” to do something—make a decision, sign something off, host a get-together—is frequently very difficult.
For instance, if an organization changes its IT governance arrangements as a result of an economic meltdown, that is an indication that initially the governance structure was not efficiently designed and the enterprise needs to be attentive. Education about IT governance: One most important issue about IT governance is education that needed to be given to managers to enable them understand and use the IT governance mechanisms. For IT governance to be very productive in an enterprise, it requires that the CIO and other senior IT executive should invest in more time to coach, educate, lobby and even mentor others. Managers who are educated about the IT governance mechanisms
RESTRUCTURING - SUMMARY The chapter begins with caution about the negative effects of restructuring process, as the organizations have handled restructuring as an answer to any operational issues – which is strictly not the right reason for restructuring an organization. The chapter also broadly explains the reasons for restructuring, the restructuring process as a whole and how to enable teams to address the organizational change (Also takes a deeper dive into the special case of redundancy and how to tackle it)! Currently organizations go through this restructuring for the following main reasons: market conditions (downsizing / cost-cutting), Drive for internal improvements (Efficiency / de-centralization), strategy implementation (M&A /
Firstly we have the SWOT Analysis in the SWOT analysis risk is categorized into weaknesses and treats, weaknesses are considered eternal risks such as low diversification which may lead a company to negative event, and threats are considered to be external risks such as high regulations or competitors, with the SWOT analysis managers have the ability to better assert situations which could eventually improve their decision making. Secondly we have the cause convergent also known as the bottom up technique where it is believed the best way to identify risk is first look at an event where a possible loss may accrue and then look at the perils of such even and see how both are likely to impact, thirdly we have the HAZOP approach which is mainly in the development stage of operations, the mindset behind the HAZOP approach is to take highly complex risk problems and make them manageable by asking questions like "What is the purpose of X" "How could X deviate from this purpose?" or " what could cause such deviations" these questions are asked to different parts of the company until the whole business is examined. Lot of other techniques exist as well like surveys where questions are asked to seek risk in a particular area, anther techniques that could be used is working
1.2 Strategic risk management strategy:- it includes the steps taken in order to reduce the failure of any strategies that are put in place to carry out a project. For example, irregular expenditure, not clear direction for attaining the goals of an organization etc. if the project does not have good management, this can result to the project complete failure .In order to achieve the aims and objectives of the project, the organisation must have proper management of project by project manager. Therefore the project manager should evaluate the present status of the project from time to time to ensure its smooth implementation. 1.3 Operational-technical risk management strategy:- operational technical risk strategy includes probability
While preventable risks or internal risks can be managed by clearly laying down rules and norms or compliance based approach, it is necessary for strategic and external risks to having a proper risk management plan. They also tell us that people overestimate their skills regarding their forecast and risk assessment. Organizational and individual biases make the company overlook the risks and incubate them through normalization of deviance. They say that risk management should counter these biases and help the organization to mitigate the risk. Further, they explain how to mitigate strategic risks as “one size does not fit all” which means that every firm has a different way of operating and, therefore, need different structure and role of risk management function.
Literature Review Definition of risk While working together, continually decisions, where the results can't be predicted with assurance because of fragmented data, must be made (Stroeder, 2008, p.135). This vulnerability joined with each sort of business movement is risks. Despite the fact that this term is of focal significance, there does not exist a general meaning of the importance of risk (Wesel, 2010, p.280). As an initial step for the definition, comparative terms, which are frequently utilised replaceable as a part of consistently discourse, should be recognised, to be specific: vulnerability, peril and risk. Vulnerability is utilised when the results of future occasions are indeterminate and the distinctive states can't be associated with probabilities of event (Stroeder, 2008, p.136).