Impact of Organizational Restructuring on Organizational Performance

On this forum a learning organization refers to the organizational style allow for a certain degree of flexibility that hinder being constrain by structure; in simple terms, this approach allows for the organization to not only adapt to, but embrace change in order to attain the desired market position (Purhaghshenas, and Esmatnia, 2012, p.244). On the other hand, an efficient performance organization refers to the classical approach in which a scientific and systematic approach that primarily focused on the administrative and

The work of Kanter (1992) defined organizational change as the behavior of the organization to a certain degree or another. Organizational change has strategic and structural consequences within a given organization. This is because it involves the process of dismantling as well a restructuring of the various structures within a given organization. Several problems can arise due to organizational change (Czerniawska,2005).

6. Organization development consultant David Nadler was interested in developing a model of how large companies cope with restructuring in a competitive business environment. With a team of consultants, he followed the restructuring process of Xerox Corporation for two years. He interviewed the CEO and the top managers at Xerox. He observed the behavior and analyzed the speeches of the CEO and the top managers. Nadler and his team collated and interpreted the information they had collected, and wrote up a detailed account of Xerox’ restructuring process,

Restructuring the organization will be considered to be a major reconfiguration of the internal administrative structure that is associated with an intentional management change program. The goal of the restructuring will include results such as productivity improvements, cost reductions, increased shareholder value, and/or a better alignment of the organization with a changing environment. It’s important to recognize that although management views restructuring as a source of order during a turbulent time, their subordinates view restructuring as a source of disorder because it

A survey is a method of gathering information from a number of individuals within an organization, to learn something about the larger population from which the data was collected. The information collected from surveys comes in many forms, and serve a variety of purposes. Some surveys focus on opinions and attitudes, whereas others are more concerned with the collection of factual information. However, many surveys do share certain characteristics; all are used to solicit employee feedback. There are seven common categories

Organic structures are flexible and decentralized and communication lines are more fluid and flexible (David et al., 2013). Employee job descriptions are broader and employees are asked to perform duties based on the specific needs of the organization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior, continuous improvement and innovativeness.

To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must

The paper goes on to discuss the best way to achieve organizational goals being re-engineering, restructuring,work redesign and job redesign (Layman, 2011). As mentioned earlier, work and job redesign play a key role in achieving the goal to switch

Organizational redesign is a process that every business will have to perform to maintain or increase their efficiency or to maintain their competitive level with their peers. Unfortunately, most employees will view redesign as a threat to the norm or maybe even their jobs. On the other hand, other stakeholders will find that it is a necessity due to the ever changing outside influences such as advances in technology and internal changes such as a paradigm shift. Ummel (1994) states that redesign is not the same as reorganization or restructuring which are typically motivated by financial recovery plans (Ummel, 1994). Organizational redesign is an open, creative effort to further integrate itself by simplifying and altering its shape (Ummel, 1994). One of the best ways for employees to protect themselves from any negative actions such as a layoff or reduction in force is to know which transferrable skills are required or looked upon as favorable by the employer. The more transferrable skills an employee possesses, the more attractive they will appear to management. To add, if by the unfortunate chance that a person becomes unemployed, their skills will assist in them obtaining new employment.

There is going to be a change in the organizational structure and this is going to provide an opportunity to address a number of problems within the organization. Morale is mixed, with many employees feeling that they are entitled to a higher management position, because they are not engaged in their current jobs. There are performance issues with many of these employees, so the company will need to identify the high performers for the new management layer. Creating high performance management is necessary for this project to work.

Organization transformation is not an easy task, and will take finesse, and people skill to be successful. The organization structure, and its relationship to culture will need to be understood to develop a action plan that will fit the current, and future organizational culture. Once the culture has been dissected and analyzed, its important to know who the key players are, in other words, those who have the power, and authority to make decisions will be the most instrumental to the success of organization transformation. During the change process it’s necessary that one possesses a certain skill set, or techniques to help deal with resistance once

Organizational change is an essential tool for companies to be able to cope with changes within the company along with challenges outside the company. This will be the point where the company will change how their company runs. This change will take the current way of business and allow them to tweak operations to fix their new problems.

The focus of this paper will be on investigating an organization, their performance management system and our recommendations for the future. Historically performance management is defined as evaluation a firm through metrics such as return on investment and economic value added. Our analysis will cover not only the financial performance of our chosen firm, but also their values in behaviors as well as their objectives. Thus, we will ascertain if the current system of performance management held by the firm is aligned with their objectives and appropriate for their situation.

The purpose of this report was to examine organization restructuring. Research for the report included literature based on organizational restructuring and the various processes involved in restructuring. The major findings indicate that the two methods commonly used for organizational restructuring to be downsizing and reengineering of business processes(Cummings & Worley, 2008). Downsizing assist the company to reduce its workforce, and this saves cost in terms of payroll reduction. Reengineering allows a company to change and adapt to the way it

The main objective of this report is to gain a better understanding of large scale organizational change. The different changes implemented by General Motors company in an attempt to cope with the economical crisis of 2008 is a perfect example of this concept.