Supervisory Questions Chapter1 copy Essay

Changing an organization through an organization redesign process is a journey and generally a rather long journey. That is why the following three principles must be understood by anyone who is about to undertake any type of organization redesign:

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

In past few decades, the nature of marketing in the health care industry has changed significantly because of the recent developments that have contributed to the need to develop innovative marketing techniques and trends. These developments witnessed the adoption of marketing techniques from other industries and the creation of marketing approaches that are healthcare-specific. Some of the new marketing approaches include business-to-business marketing, customer relationship marketing, and service-line marketing. The other reason attributed to the development of new marketing techniques in health care is that the industry has different procedures and outcomes.

An organization need to survival or be very successful in the rapid developing socielty, it must have flexibility and ability for rapid transfromation. For example, Downsizing and restructuring are the ways to make an organization more effective, before downsizing and restructuring, the organization must digagnose its departments, to see

It is essencial for an organization to modernize and change in to the way it does business when business needs change and when the political and social aspects change. Transformation in an organization covers a vast variety of needs and activity, this is generally aimed at improving performana ce and productivity for an organization to survie. This can be achieved in many ways, from growth , innovation, skills development, as well as through downsizing, layoffs and replacement as well as shift in asssets resources or market shares.

Organizational change is one of the most difficult strategies to implement. Organizational change is a broad change in regard to the organization as a whole, as opposed to smaller changes within an organization, such as adding a new person or adapting a new program. An example of organizational change might include a change in operation, restructuring operations, teams, layoffs, new technologies, collaborations, rightsizing, or even new programs. Some specialists submit to organizational alterations. Frequently this phase authorizes an essential and thorough reorientation in the way an organization operates. According to the textbook, “introducing a new enterprise resource planning system in order to coordinate and standardize

An enduring quest of management scholars is to explain how and why organizations change. The processes of change or sequences of events have been difficult to define, let alone manage. Researchers have borrowed many concepts from many fields of study, including sociology, biology, and physics. Van de Ven and Poole (1995) proposed four categories of organizational change:

The term “Organization change’ usually refers to modifications in an organisation’s structure, goals, technology and work tasks. (Stephan Linstead, Liz Fulop and Simon Lilley, 2009)

Transformation – creation of a new organizational reality. These organizations are continuously and fundamentally adaptive and self-renewing.

Business Process Reengineering is the way to changing how individuals work. The two foundations of any association are the individuals and the courses of action. Reengineering an association offers various profits for general benefit. The reengineering procedure distinguishes components of an association that are making expenses with few advantages and makes fundamental changes. At times, these conformities are changes to the way a division works together; in different cases, these

Corporate restructuring is one of the most complex and fundamental phenomena that management confronts. Each company has two opposite strategies from which to choose: to diversify or to refocus on its core business. While diversifying represents the expansion of corporate activities, refocus characterizes a concentration on its core business. From this perspective, corporate restructuring is reduction in diversification. This involves a significant change in one or more of the following

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 case is about Excelsior Steel, a large steel manufacturer founded in the 1960’s. The company currently has a centralized hierarchical structure, where top management makes most of the decisions and there are several departments that handle the manufacturing, marketing, metallurgy, field sales, and support of the company. Once the company realized that their company was not competitive anymore they decided to reorganize to create less red tape for making decisions. A big part of restructuring is understanding, “ultimately, a company’s value is no more than the sum of the decisions it makes and executes,” and in order to allow for an easier flow of information vertically through the organization there needs

Making changes to maintain characteristics of the company in an internal force impacts its organizational behavior. These changes are made to the tools, resources, and the physical or organizational settings of the company. Restructuring is referring to the resources

Hammer and Champy definition of reengineering "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary, measures of performance, such as cost, quality, service and speed.” is such a simple definition but when the authors dive deeper into the definition is when you begin to realize how complex it really is. Reengineering involves every aspect of a company 's inner working such as; information and technology in the company, power levels within the company, career goals, the organization’s structure, and many others.