In the world of organization, firms, businesses nowadays organizational change is not new for them because of the fast changing environment they tend to plan for the future in the survival and development of their organization . But because of rapid change in environment this it is hard for them to manipulate plan There are hundred of strategies but it is hard for them to choice the right strategic plan to equip for the survival of their organization.
Leaders and managers continually make efforts to accomplish successful and significant change -- it's inherent in their jobs. Some are very good at this effort (probably more than we realize), while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective. There are many schools with educational programs about organizations, business, leadership and management. Unfortunately, there still are not enough schools with programs about how to analyze organizations, identify critically important priorities to address (such as systemic problems or exciting visions for change) and then undertake successful and significant change to address those priorities. This Library topic aims to improve that situation.
Managing Organizational Change
It is important to have a change in the organization. In addition, such change should be successful and must contribute towards the success of the organization. The main objective of this paper is to characterize the prevalence of the change process in organizations and understand what occurs during organizational change...
Managing Organizational Change
Organizational change is an ongoing process in order to bring the organizational systems and processes in line with the factors prevailing in the external and internal environment of the organization. The forces of organizational change include internal and external forces. Organization Development OD refers to the framework consisting of planned-change...
The major decisions
Instead of grasping for the latest technique, I suggest instead that organizations should go through a formal decision-making process that has four major components:
Levels, goals and strategies
Measurement system
Sequence of steps
Implementation and organizational change
The levels of organizational change
Perhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change:
shaping and anticipating the future (level 1)
defining what business(es) to be in and their "core competencies” (level 2)
reengineering processes (level 3)
incrementally improving processes (level 4)
First let's describe these levels, and then under what circumstances a business should use them.
Level 1-[b] shaping and anticipating the future[/b]
At this level, organizations start out with few assumptions about the business itself, what it is "good" at, and what the future will be like.
Management generates alternate "scenarios" of the future, defines opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc. More information on this is in the next article, "Moving from the Future to your Strategy."
Level 2[b] - defining what business(es) to be in and their "Core Competencies[/b]
Many attempts at strategic planning start at this level, either assuming that 1) the future will be like the past or at least predictable; 2) the future is embodied in the CEO's "vision for the future"; or 3) management doesn't know where else to start; 4) management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists.
After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More information on this is in the next article, "Moving from the Future to your Strategy."
Level 3[b] - Reengineering (Structurally Changing) Your Processes[/b]
Either as an aftermath or consequence of level one or two work or as an independent action, level three work focuses on fundamentally changing how work is accomplished. Rather than focus on modest improvements, reengineering focuses on making major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, please see "A Tale of Three Villages."
Level 4- Incrementally Changing your Processes
Level 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect. Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer necessary because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see "A Tale of Three Villages.
The Measurement System
Without measures of success, the organization does not know if it has succeeded in its efforts. Someone once said, “What gets measured gets improved.” Someone else said, “If you don’t know where you are going, any road will get you there.”
For more information on measurement systems and their place in organizational change, please see the "Balanced Scorecard" article, along with a number of articles where employee surveys are used.
Implementation and Organizational Change
The success of any organizational change effort can be summed into an equation:
Success = Measurement X Method X Control X Focused Persistence X Consensus
Like any equation with multiplication, a high value of one variable can compensate for lower levels on other variables. Also like any equation with multiplication, if one variable equals 0, the result is zero.
But in this assignment we are asked that in the spectrum of organizational change which is the radical type or the root of this changes ,is it automation ,rationalization of procedures, business reengineering, or paradigm. Before we could answer that question we should define these words:
Automation
Automation refers to the use of computers and other automated machinery for the execution of business-related tasks. Automated machinery may range from simple sensing devices to robots and other sophisticated equipment. Automation of operations may encompass the automation of a single operation or the automation of an entire factory.
There are many different reasons to automate. Increased productivity is normally the major reason for many companies desiring a competitive advantage. Automation also offers low operational variability. Variability is directly related to quality and productivity. Other reasons to automate include the presence of a hazardous working environment and the high cost of human labor. Some businesses automate processes in order to reduce production time, increase manufacturing flexibility, reduce costs, eliminate human error, or make up for a labor shortage. Decisions associated with automation are usually concerned with some or all of these economic and social considerations.
For small business owners, weighing the pros and cons of automation can be a daunting task. But consultants contend that it is an issue that should not be put off. "We are creating a new ball game," wrote Perry Pascarella in Industry Week. "Failure to take a strategic look at where the organization wants to go and then capitalizing on the new technologies available will hand death-dealing advantages to competitors—traditional and unexpected ones."
Types of Automation
Although automation can play a major role in increasing productivity and reducing costs in service industries—as in the example of a retail store that installs bar code scanners in its checkout lanes—automation is most prevalent in manufacturing industries. In recent years, the manufacturing field has witnessed the development of major automation alternatives. Some of these types of automation include:
Information technology (IT)
Computer-aided manufacturing (CAM)
Numerically controlled (NC) equipment
Robots
Flexible manufacturing systems (FMS)
Computer integrated manufacturing (CIM)
Rationalization of procedures
Rationalization of procedures causes the organization to examine its standard operating procedures, eliminate those no longer needed, and make the organization more efficient. It's a good thing, as Martha Stewart would say!
Both types of change cause some disruption, but it's usually manageable and relatively accepted by the people.
Business process reengineering
Business process reengineering (BPR) is, in computer science and management, an approach aiming at improvements by means of elevating efficiency and effectiveness of the business process that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business.
Business process reengineering (BPR) began as a private sector technique to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors. A key stimulus for reengineering has been the continuing development and deployment of sophisticated information systems and networks. Leading organizations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work.
Reengineering guidance and relationship of Mission and Work Processes to Information Technology.
Business process reengineering is one approach for redesigning the way work is done to better support the organization's mission and reduce costs. Reengineering starts with a high-level assessment of the organization's mission, strategic goals, and customer needs. Basic questions are asked, such as "Does our mission need to be redefined? Are our strategic goals aligned with our mission? Who are our customers?" An organization may find that it is operating on questionable assumptions, particularly in terms of the wants and needs of its customers. Only after the organization rethinks what it should be doing, does it go on to decide how best to do it.[1]
Within the framework of this basic assessment of mission and goals, reengineering focuses on the organization's business processes--the steps and procedures that govern how resources are used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved. It can also be completely redesigned or eliminated altogether. Reengineering identifies, analyzes, and redesigns an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed.[1]
Reengineering recognizes that an organization's business processes are usually fragmented into subprocesses and tasks that are carried out by several specialized functional areas within the organization. Often, no one is responsible for the overall performance of the entire process. Reengineering maintains that optimizing the performance of subprocesses can result in some benefits, but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded. For that reason, reengineering focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization and their customers. This drive for realizing dramatic improvements by fundamentally rethinking how the organization's work should be done distinguishes reengineering from process improvement efforts that focus on functional or incremental improvement.[1]
Paradigm Shift
paradigm shift, as a change in a fundamental model of events, has since become widely applied to many other realms of human experience as well, even though Kuhn himself restricted the use of the term to the hard sciences. According to Kuhn, "A paradigm is what members of a scientific community, and they alone, share." (The Essential Tension, 1977). Unlike a normal scientist, Kuhn held, "a student in the humanities has constantly before him a number of competing and incommensurable solutions to these problems, solutions that he must ultimately examine for himself." (The Structure of Scientific Revolutions). Once a paradigm shift is complete, a scientist cannot, for example, posit the possibility that miasma causes disease or that ether carries light. In contrast, a critic in the Humanities can choose to adopt a 19th-century theory of poetics, for instance
In conclusion, for millions of years we have been evolving and will continue to do so. Change is difficult. Human Beings resist change; however, the process has been set in motion long ago and we will continue to co-create our own experience. Kuhn states that "awareness is prerequisite to all acceptable changes of theory" (p. 67). It all begins in the mind of the person. What we perceive, whether normal or metanormal, conscious or unconscious, are subject to the limitations and distortions produced by our inherited and socially conditional nature. However, we are not restricted by this for we can change. We are moving at an accelerated rate of speed and our state of consciousness is transforming and transcending. Many are awakening as our conscious awareness expands.
. For example, the introduction of the personal computer and the internet have impacted both personal and business environments, and is a catalyst for a Paradigm Shift. We are shifting from a mechanistic, manufacturing, industrial society to an organic, service based, information centered society, and increases in technology will continue to impact globally. Change is inevitable. It's the only true constant.
With all those type of change for me the redical type or the root of theis changes is the paradigm shift because paradigm shift is define as evolutionary changes of life . Change is inevitable .Continue discovering new change for the satisfactory of self because people has no contentment . That’s why other changes had discover for helping the fast changing environment.
http://www.taketheleap.com/define.html
http://www.santarosa.edu/~ssarkar/cs66fl06/ch14notes.htm
http://en.wikipedia.org/wiki/Paradigm_shift
http://en.wikipedia.org/wiki/Business_process_reengineering
http://managementhelp.org/org_chng/org_chng.htm#anchor515854
Visit my blog:
http://gleizelle.blogspot.com/
No comments:
Post a Comment