Changes in a Function of Transformation as the Challenges of Tomorrow (original) (raw)
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Management of Change in Global Perspective
2014
Change is a must for advancement in every sphere of life. It enriches life with new experiences, feelings and satisfactions. Change is a continuous process. Change and innovation are interrelated. Innovation leads to change and change brings new ideas, new products and services, new methods and techniques. So, it becomes imperative to adapt, control and effect the change for the betterment of the society as a whole. In the present scenario of business uncertainties and rapid technological changes, the task of a manager has become very challenging to manage the changes. A manager has to deal with two types of changes i.e. reactive changes and proactive changes. Reactive changes refer to the changes in response to opportunities or problems while proactive changes stand for carefully thought-out changes in anticipation of possible or expected opportunities or problems. The question which arises first is „why is change needed?‟ The belief „old is gold‟ has little relevance today. Custom...
Managerial Challenges of the Contemporary Society, 2018
In recent years we have witnessed the intensification of changes in the cooperation for development, from the activity-based management systems and applications to results-oriented management systems (Jackson One of the major determinants of this trend was the desire for accountability of enterprises and the achievement of an international level of transparency regarding the transparent spending of allocated funds (Jackson, 1997). This principle of transparency is characterized by the implementation of methodology used in international projects at the enterprise level. Consequently, to the micro-economic level, it results an approach close to the one at the international level, with respect to the design, management, monitoring and reporting on inputs and activities to develop programs and projects, which will be replaced with the planning, implementation and evaluation of interventions needed to achieve expected results. One can see a first trend of comparison of the dimension macro-at the international level, with the dimension micro-on the enterprise level. This article aims mainly to focus on the importance of the trigger factors of change, on the methods of quantifying these factors and on defining the route of a change in a company. We attempt to argument the delimitation of the trigger factors of change in the enterprise within the influential environments of the enterprise. We consider as starting points the actual trends that are dealing with the directions and aspects of business sustainability, of social-corporate responsibility, and of the exponential technological development. We analyze the impact and influence of the trigger factors of change on the enterprise. Keywords: triggering factors of the change, change management, environments of the enterprise JEL classification: M10 1. General considerations about change in the enterprise Change management is the part of the economic sciences that encompasses the set of abilities, techniques, and disciplines through which complexity and specialization are transformed into actions and results, in the context of a vision, through planning, organization, guidance, management, and administration. Change management is a process based on procedures. It starts with the detection of a/some trigger factor /s and ends with the consolidation of the new status quo of the enterprise. Kurt Lewin's vision of change can be transposed into the scope of organizational change. Lewin starts from the idea of the existence of an interaction between two types of opposing forces that maintain the balance in the enterprise. The theoretician sees enterprises as systems with a status quo characterized by a dynamic balance of forces with different directions and dimensions. This creates forces that catalyze change and forces that oppose it (Lewin, 1943). Change is a transient state that acts and manifests itself on the enterprise as a result of factors which trigger it. A trigger factor of change is any disruptive pressure that is born outside or inside the enterprise, indicating that the systems, configuration, procedures, rules, and other aspects of the current organizational structure and processes are no longer appropriate or effective. The way in which these factors are initiated or the specific conditions in which they operate represents a decisive contribution to identifying the type of change that occurs at the enterprise level. From this perspective it can be noticed that the triggering factors can be activated either by a change of internal forces or energies or by the occurrence of external events requiring change in the enterprise. Enterprise change is now considered, after decades of academic debate and managerial practice, among the top challenges faced by an entity with an economic activity in the struggle for the sustainability of its business.
PRESENT EVOLUTIONS OF ENTERPRISES, IN THE CONTEXT OF NEW ORGANIZATIONAL CHANGES
Review of International …, 2009
Presently, enterprises are in a constant evolution because of the numerous organizational changes, fact that lead to a profound change in their operating conditions. In this context there are many visible changes in terms of structure, where there is a genuine crisis of the Taylorian-Fordian model. Therefore, one should find solutions for an organizational functioning different from the one that exist, in the sense of implementing a discontinuous operational control, of some projects, of quality certification actions or in the sense of creating situations favorable for the evolution of the competencies. These developments can refer to increasingly profound technological changes and determine different attitudes related to management tools used in the enterprise activity.
Adaptation and Progress Through Change Management
Annals of "Spiru Haret". Economic Series
The technological progress, digitization and the explosion of information significantly change how individuals, the business environment, and society act, develop and add value. New, interdisciplinary approaches, constantly adapted and sustainable both at the micro and the macro levels are required. Within a company, change management is a systematic element of the strategic business process and involves the early identification of the opportunity of the employees’ development, courage, commitment and flexibility; under no circumstances should it be seen as a risk and instability factor, as it may be considered in the early stages. The example presented in this article proves that the openness to change and continuous improvement develops advantages, optimizes processes and sustains long-term progress.
Change Management As An Emerging Function In Organization
The emerging changes in small and medium enterprises had created a new dimension in the management functions hitherto being performed in the field before. There is need to look into various environmental changes facing small and medium enterprises nowadays and find means of tackling these dynamic and turbulent changes as it impact the SME organizations. Are there new and emerging changes in the environment? Is there need for SME to be resilient in managing these changes? This paper is set out to investigate the various emerging changes impacting SME organizations. It shall also fashion means of tackling such changes. The theoretical approach to be employed for this study is taken from Sarah Dixon's Dynamic Competitive Life Cycle model. The researchers equally use journals, articles and on-line publications as source of research. The imperative of managers of SME to learn from dynamic life cycle model not only for competitive advantages but as sources of fashioning out business strategy was evolved in this write up.
CONSIDERATIONS ON THE INDICATORS WHICH MEASURE THE CHANGE IN THE ENTERPRISE
Change is a transitory state which acts and manifests upon the enterprise by using some catalytic factors. The specialty literature presents numerous approaches and attempts of defining the management of change (CM). This paper escapes the tradidional way of approaching the CM process through the assumption that change can be measured using composite indicators which define the dimensions of the change (micro and macro) with their specific environments: economical, political, social and technological. The considerations put forward by this paper care to ease practicing CM through offering the change agent a dynamic perspective of the change process reffering to its causes and its effects in a holistic yet insightful manner.
Organisational Change and Development
SSRN Electronic Journal, 2005
It appears that the past habits of planning for change and planning one's way through it will no longer work. However, it does not imply that our entire business experience does not contain any lessons in it. There is need to recognize change as a process rather than an event. Then, it becomes important that our skills and understanding in shaping and implementing such processes are rooted in past learning from work settings. Excellent corporations do not become the way they are merely by surviving another quarter. Rather, they are created by well-tuned people at different levels who think and act creatively in response to the impact of change on their work settings. MEANING Change refers to something, which occurs to an organization, a group or an individual. Any alternation or modification of status quo, which occurs in the overall work environment of an organization, is change. Change is making things different. Organisation change refers to alterations in structural relationships and role of the people in it. Figure 1: Technological Change-Rate of Change Managed change relates to the active involvement of the organization, group or individual in making things occur, with a view to accomplish the best interests of both the individual and the organization. Change means managed change, which can be used to solve problems more readily, learn from experiences, adapt to new conditions and become more competent. Organisational change refers to a 'relativity enduring alternation of the present state of an organization or its components or interrelationships amongst the components, and their differential and integrated functions, in totality or partially, in order to attain greater viability in the context of the present and anticipated future environment.
Overview Of Change Management And Its Implementation
Abstract. The purpose of this paper is to provide an overview of the concept of change management and its objectives in today’s fast-moving markets. You also can perceive why individuals resist change initially, and it is hard for them to leave the status quo, and shift to a new state. At the end the way of implementing the change management is examined. Keywords: Change, Resistance, Process, and Objective.