CREATIVE DECISIONS FOR EFFECTIVE CHANGE


 


Introduction


As stated by Beverage (2003), major change is happening n most of today’s corporations. The presence of this continuous as well as overlapping change has become an approach of life in the corporate environment. Transformation and transition continues to shrink today’s global boundaries as well as push businesses to their competitive limit.  Leaders of the industries who want to get ahead in today’s market environment must learn to respond to a growing number of transitions in how they structure enteprisess, conduct business, implement technology, and relate to customers and employees.   Organisational change can be considered as a primary approach in realising the goals and objectives of any firms and industries, even as implementation is the sensible or physical steps of employing changes. Employees and their relationships are regarded as the major aspects to its successful execution, and sustainable mechanisms and efficient decision making are needed to achieve the development and improvement in the process.  


 


Organisational Change Behaviour


Changes are part of and a result of struggles between contradictory forces, also organisational change decisions practice is related with endeavouring to manage their competing requirement. To be able to determine the reasons there is a need to change corporation, it is first necessary to understand organisational structures, management and behaviour. As stated by Burnes (1996) these mechanisms of ideas are crucial to organisational change decisions in two respects. They give and offer models of how corporation must be structured and handled. Then they give and offer guidelines for judging as well as prescribing the behaviour and efficiencies of individuals and groups in an corporation. Meanwhile, Hardy and Clegg (1996) perceives that modern corporations passed by the association structures and as corporations improved and development, skills become highly fragmented and specified and positions become more operationally differentiated. It can be said that institutional change is one of the crucial factors in institutional success and failure (Appelbaum et al 1998). In this light, it can be argued that the effective planning and management of organisational change require careful consideration of the effect of decision making and structure change on middle managerial work roles and work satisfaction levels – to sustain their resistance, and maximise their commitment to the containing and accelerating pace of change within the corporation.


Nickols (2000) give and offers a very useful framework for thinking about the organisational change procedure, one which is anchored on problem solving. Managing organisational change is seen as a matter of functioning from one area to another, particularly, from the problem state to the solved state. Diagnosis or problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels and in different areas or functions. Ends and means are discussed and related to one another. Careful planning is accompanied by efforts to obtain buy-in, support, and commitment. The net effect is a transition from one state to another, in a planned, orderly fashion. According to Drucker (2000) change leaders and decision makers should have the willingness and ability to change what is already being done just as much as the ability to do new and different things.  It has been suggested that a set of decision making policies and practices that make the present create the future. On the other hand, Swenson (1997) focused on the system type components of a human systems organisational change decisions model.  They review the human systems theory and the dynamic relationship between the change agent and the target system.  As such, leaders play a crucial role in change implementation.


However, it is said that these strategies are not enough for quality integration. Values, skills and most importantly, involvement of the members of the entire corporation must be part of the quality organisational change framework. The committed, authoritative and adaptable role of the management is also significant in establishing quality customer relationship. All the members of the company can only realise continuous improvement within any business corporation if good working relationships between and among employees is experience. To be able to function effectively with clients and customers, manufacturers of goods and products as well as service give and offer companies must be aware that success is first elicited inside the corporation. Good working relationships must be observed first within the company so that the whole business operation can answer to the demands of the business transactions with clients and suppliers alike. Finally, the importance of quality in client relationship has been recognised by companies worldwide and as part of organisational change process, all stakeholders are should be considered.


 


Reference


 


Appelbaum, SH, St. Pierre, N & Glavas, W 1998, “Strategic Organisational Change: The Role of Leadership, Learning, Motivation and Productivity”, Management Decision, vol. 36, no.  5, pp. 289–301.


 


Beverage, MW 2003, Slow Change in a Fast Culture, Illustration, Kirfland Ohio, 2003.


Burnes, B 1996, Managing change: A strategic approach to organisational dynamics (2nd ed), Division: London.


 


Hardy, C & Clegg S 1996, Handbook of organisation studies. Sage: London.


Nickols, F. (2004).  Change Management 101: A Primer.


 


Slobodnik, AJ & Slobodnik, D 1998, Change Management in a Human Systems Model: Four System Types. 


Swenson, DX 1997, Change Drivers. Available. Online. Accessed [11/12/2006].


 


 


 


 


 



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