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HANDY: An Organizational Analysis

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The role of organisational structure is also discussed by HANDY (1997). The author puts the power in the new organisations comes from the relationship and not the structures. Trust is the main means of control makes people more effective, creative and able to work in a dynamic environment. This statement corroborates the view that the function of the structure is not only in the name of power, but in the relationships that it entails.
In this context, the strategy change is a process that requires overlapping a very large load of organisational inertia, whose main source is the characteristic "Supporter" of organisational knowledge, especially about the form of knowledge tacit, ingrained routines, history, culture and tradition of the company. …show more content…

An important change management component is the recognition that today 's decisions of the company often compromise the organisation in the incurrence of subsequent costs. They also consider that the change of providing a plant material is to take decisions about the layout of the plant and the extent of physical movement of material required for production are logically taken before the start of production. These decisions greatly affect the cost of materials available for …show more content…

The most utilised method is Kurt Lewin change model, which consists of three processes that organisation wishing to undertake a certain change need to follow in a systematic manner. According to Martins (1998), having an open communication channel is the most vital aspect of the unfreezing stage since the affected stakeholders will know in advance of a change in the status quo as well as the underlying reasons. This approach is vital for the company in creating the perception that change is best for all in the organisation. It is identified that the company focus on change that should be visible with benefits. Any hindrances in the company should be removed by the team in order to give the mandate for the change management even if it means changing the culture. On the other hand, the company focuses on the last stage refreezing whereby after the change is implemented in the organisation, the change management team in General Motors has to ensure that they are able to sustain that change, incorporating it into the organisations culture (Flores et.al, 2012). It can be said that General Motors management is able to permanently incorporate change through sharing the rewards of the change with the employees has well as changing the culture in the organisation to one that favours

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