Organizational Structures and Levels of Authority Organizational structure dictates an organizations way of arranging roles and people. This structure is arranged in a way to get the best work as efficiently as possible. In smaller companies face to face communication is the norm and formal structure may not be necessary. In a larger company with various layers thee must be very clearly defined lines. Leaders are responsible for the ultimate outcome even if they are not performing the everyday tasks.
It is more about risk and challenging the organization. It is all about change and innovation. Managers may not know everything about their organization and market hence the emerging of employees’ ideas to achieve organizational goals. It’s important that ideas come from periphery and bottom of the organization to promote diversity. A major downfall of the idea lens is adaptive tension.
Norman has to take on several different approaches, in order to realize change within the organization. First, in the short run, he had to improve the immediate financial status of the organization as they were almost in breach of their loan covenants. The best approach to solve this is implementing a, turnaround method so he can focus on the income statement and balance sheet in order to reduce cost, or better manage their assets (Spector, 2013, p. 5). This could be removing items, tasks or people that are not directly necessary in the overall process. Another face of change focus for the organization is techniques and tools.
The above process can help in making the change initiative a grand success. The change steps, mentioned above need not follow the exact linear order every time. Sometimes the order of steps might change as per the actual system prevailing in the organization. This varies from case to case. Understanding the risks As already mentioned, it is very important to understand the risks associated with implementing this new
In order to lead successful life, management is needed to achieve goals or target. Management is process of getting things done in the best and cheapest manner. Management is found in every walk of life, for instance, in the business field, in education and even at home. The most critical key factor in management is planning. Planning focuses on achieving organizational goals.
An orgainisation is based on the management’s philosophy, values, vision and goals. Theses objectives drive the orgainisation, the culture of the orgainisation has an impact on the type of leadership, communication and departmental dynamics. Staff should be aware of this and use it to base their work ethics and motivation on. The outcome should then be job satisfaction nad growth for the individual team members as well as the team as a whole. A leader needs to adapt to situations and use techniques that are inclusive in order to avoid conflict and aids decision-making.
When choosing and hiring an individual to fit an organization, the person should be able to complete not only easy tasks but also find ways to deliver on the functions that require more effort and creativity. Compatibility was the third C that Alan mentioned. With this, the person that will be chosen and hired should be able to get along with colleagues, and more importantly, should be able to get along with existing and potential clients and partners. The forth characteristic in Hall’s seven C’s is commitment. The question that must be answered is whether or not the candidate is serious about working long-term for the organization.
Both the Hotspot and Balanced Scorecard are frameworks for change. However, Gratton and Niven offer different ways of managing organizational change. The Hot Spots philosophy suggests that organizations should be designed around the people as source of ideas and continuous innovation. To fuel the emergence of Hot Spots, leaders should focus on structural designs and reinforcing appropriate practices and processes. In contract, the Balanced Scorecard focuses on measurable factors of change, such as the return on equity, customer satisfaction and staff turnover.
The delivery of these activities cannot be left to chance. To maximise success, a carefully thought through communications calendar is required. The communications calendar is the tool that establishes the rhythm of conversation between the business and the program office. It ensures that a cohesive suite of messages is sent out to the organisation on a predetermined frequency. It provides the foundation for predictability and dictates what type of message will go out on which day, to which audience, and in what format.
Resistance to change in Organisational Development The aim of organisational development process is to bring change in order to enable growth and increase the effectiveness of organisations. The challenge is that clients might resist this change. Resistance to change can be defined as the act of opposing or struggling with modifications or transformations that alter the status quo within the workplace (Heathfield, 2015). Caneda and Green (2007) further define it as the emotional and behavioural response by the affected employees to actual or imagined threats that may be caused by the change to the established work routine. Boohene and Williams (2012) state that the resistance to organisational change can be one of the impediments to organisational