Management Theory and Practice

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

Organising and controlling work in any economy is the term given to management, management is the process of controlling and organising people within an organisation. In a business sense it is the process of controlling and organising employees in order to increase efficiency within the

Training: The employee will conduct on-line training assignments as well as a short time period of on the job training with an experienced CO-worker to get a feel for the position. Once the trainer feels the employee is capable of assuming his/her duties they will begin their telecommuting position. The Employee will be paid at their full rate during their OJT period.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the

The manager’s role in organizing follows the planning phase of the principles of management. The manager identifies the objectives his or her department must meet and determines the best way to coordinate their people, resources, and finances to accomplish the goals (Organizing Function of Management, n.d.). In order to accomplish the organizing function of management, managers follow four steps: identification and division of work, departmentalization, assignment of duties, and establishing reporting relations (4 Different Steps Needed in Organising Process of Management, n.d.).

Garreau, J. (2001, September 12) Shaken global village on the internet. The Washington Post. p. C5.

Scientific management, also called Taylorism, was a theory of management that analyses and synthesizes workflow. Its main objective is the improvement of economic efficiency, especially labour productivity. It was one of the first attempts to apply science to the engineering of processes and management.

According to “Abraham Maslow” the behaviour of an individual at a particular moment is usually determined by his strongest need. Needs have a certain priority or hierarchy. As the more basic needs are satisfied an individual seeks to satisfy the higher needs. If his basic needs are not met, efforts to satisfy the higher needs should be postponed. Once a need is satisfied it loses its capacity to induce the man to work. Only unsatisfied

have had to look for various ways that they can use to stay relevant in the business world that is

To whom do you think is performance appraisal more significant to the organization or to the individual? Justify.

Ans.: In spite of following the traditional management skills, Mr. Vincent was a good and

2. Organising – A manager needs to organise her/his team and materials according to her/his plan. Assigning work and granting authority are two important elements of organising. A manager is responsible for organising staff, resources, tool and work schedules to achieve the organisations set goals and objectives.