organizational change case study of general motors summary

Organizational Change: Case Study of GM (General Motor)

• Related Documents

Assessing The Impact Of Job Satisfaction On Readiness For Organizational Change Case Study Of Algerian Universities

From theory to practice and back: how the concept of implicit bias was implemented in academe, and what this means for gender theories of organizational change.

Implicit bias is one of the most successful cases in recent memory of an academic concept being translated into practice. Its use in the National Science Foundation ADVANCE program—which seeks to promote gender equality in STEM (science, technology, engineering, mathematics) careers through institutional transformation—has raised fundamental questions about organizational change. How do advocates translate theories into practice? What makes some concepts more tractable than others? What happens to theories through this translation process? We explore these questions using the ADVANCE program as a case study. Using an inductive, theory-building approach and combination of computational and qualitative methods, we investigate how the concept of implicit bias was translated into practice through the ADVANCE program and identify five key features that made implicit bias useful as a change framework in the academic STEM setting. We find that the concept of implicit bias works programmatically because it is (1) demonstrable, (2) relatable, (3) versatile, (4) actionable, and (5) impartial. While enabling the concept’s diffusion, these characteristics also limit its scope. We reflect on implications for gender theories of organizational change and for practitioners.

Storytelling and `Character': Victims, Villains and Heroes in a Case of Technological Change

In this article we examine the role of stories in the temporal development of images of the self at work. Drawing on an in-depth case study of technological change in a UK public-private partnership, we highlight the role of stories in the construction, maintenance and defence of actors' moral status and organizational reputation. The analysis focuses on the development of one `character' as he shifted from the role of innocent victim to implied villain to heroic survivor within the stories constructed during routine work conversations. We argue that stories are intimately linked to the forms of `moral accounting' that serve to deal with the challenges to `face' and social positioning that accompany `failed' organizational change. Stories, we suggest, are likely to be invoked when an interactional encounter threatens the participants' sense of social worth. Stories in which we present ourselves in a positive light—for instance as virtuous, honourable, courageous, caring, committed, competent— comprise a key component of face-saving strategies designed to maintain our social positioning: processes that are often intensified during periods of organizational change.

Organizational change for sustainability education: a case study of one university’s efforts to create and implement institution-wide sustainability competencies

Purpose The purpose of this study is to examine how the process of creating and implementing sustainability competencies across a university illuminate dynamics of organizational change. The push to advance education for sustainable development in higher education will likely require transformation of existing policies and practices. A set of shared sustainability competencies could guide the integration of sustainability throughout an institution. Design/methodology/approach This paper reports on a case study of one US university, the University of New Hampshire (UNH) that developed institutional-level sustainability competencies. The process used to create and implement sustainability competencies is outlined, and key factors that influenced the associated organizational change are identified. Findings Very few US universities have institutional-level sustainability competencies. At UNH, drivers of organizational change such as overcoming disciplinary boundaries, developing a common vision and working from the bottom-up enabled the creation of institutional sustainability competencies, but the same processes were not enough to drive deeper implementation of the competencies. Originality/value This paper not only identifies the context-specific drivers of the development of institutional sustainability competencies, but also identifies universal themes that can be applied to other institutions embarking on a similar process. Additionally, this paper serves as a foundation for future research exploring how the process of creating institutional sustainability competencies may be linked to how effective they are in shaping subsequent sustainability education.

Focusing on internal stakeholders to enable the implementation of organizational change towards corporate entrepreneurship: A case study from France

Systemic design for second-order effects.

Second-order effects refer to changes within a system that are the result of changes made somewhere else in the system (the first-order effects). Second-order effects can occur at different spatial, temporal, or organizational scales from the original interventions, and are difficult to control. Some organizational theorists suggest that careful management of feedback processes can facilitate controlled change from one organizational configuration to another. Recognizing that skill in managing feedback processes is a core competency of design suggests that design skills are potentially useful tools in achieving organizational change. This paper describes a case study in which a co-design methodology was used to control the second-order effects resulting from a classroom intervention to create organizational change. This approach is then theorized as the Instigator Systems approach.

Enabling Sustainable Organizational Change: A Case of Cognitive Diversity in the Automotive Industry

In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion.

Diagnosis of organizational change: A multi-level approach (Case study of a French SME certified ISO 9001)

Using tacit knowledge in organizational change: a case study of the swedish model of management in singapore, export citation format, share document.

Brought to you by:

General Motors' Global Strategy

By: Andrew C. Inkpen

This case examines General Motors' (GM) global strategy. From a manufacturing presence in 34 countries in 2007 to only eight countries in 2020, GM has dramatically changed its global strategy. GM has…

• Length: 10 page(s)
• Publication Date: Jan 1, 2020
• Discipline: Strategy
• Product #: TB0593-PDF-ENG

What's included:

• Teaching Note
• Educator Copy

$4.95 per student

degree granting course

$8.95 per student

non-degree granting course

Get access to this material, plus much more with a free Educator Account:

• Access to world-famous HBS cases
• Up to 60% off materials for your students
• Resources for teaching online
• Tips and reviews from other Educators

Already registered? Sign in

• Student Registration
• Non-Academic Registration
• Included Materials

This case examines General Motors' (GM) global strategy. From a manufacturing presence in 34 countries in 2007 to only eight countries in 2020, GM has dramatically changed its global strategy. GM has withdrawn from many regions and countries, including Europe, India, Australia, and Indonesia. Many assembly plants have been closed and sales are now heavily concentrated in the United States. Was GM retreating to its profit sanctuary in the United States and giving up on global business? How would GM's strategy fare against more global competitors such as Toyota, Volkswagen, and growing Chinese companies like Geely and Great Wall?

Learning Objectives

To help students understand: The definition and characteristics of a global industry; The key competitive demands and challenges in a global industry; The changing nature of competition and the imperative that companies adjust their strategies as their competitive environment evolves.

Jan 1, 2020

Discipline:

Industries:

Automotive industry

Thunderbird School of Global Management

TB0593-PDF-ENG

We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .

Organizational Change: Case Study of General Motors

• Download HTML
• Download PDF

• Uncategorized

• IT & Technique

• Style & Fashion

• Cars & Machinery

• Food & Drink

• Current Events

• World Around

• Health & Fitness

• Government & Politics

• Arts & Entertainment

Organizational Change: Case Study of GM (General Motors) Case Solution & Answer

Home » Case Study Analysis Solutions » Organizational Change: Case Study of GM (General Motors)

The case describes the organizational change which occurs when the major sections or activities of the organizations are altered. The change usually occurs due to changes in technological advancement, globalization, stiff competition from global competitors and the need to remain a market leader. The management strives for change management whenever they realize that the current business processes, strategies, employees’ behavior, organizational culture is not capable to meet the needs of customers whose demands are constantly changing and evolving. The case describes the organizational change meaning to alter the activities, processes, administration of an organization in order to achieve the desired organization that is to make the business sustainable for the foreseeable future.

The case argues that there are external and internal forces behind the change. External forces are the technological advancement, economical change, competition, legislation and globalization. Internal forces include Management change, Organizational restructuring and Entrepreneurship. The change is not easy to implement and manage and when this happens, as it leads to disastrous results for the organization.

Whenever the management decides to implement change, it faces resistance from two sources, individual and organizational change. Individual resistance, mainly from employees, take place because of habits of olderemployees, which have developed over the years and they are not ready to change them. After then resistance comes from employees who are sacked due to change. One of the most important factor is the fear of the unknown. Organizational sources include the limited focus on change, threat to expertise and threat to the authority of powerful employees in the organization.

Organizational Change Case Study of GM (General Motors) Case Solution & Answer

The management has to implement and manage change in such a way that the desired objective of the organization is met which is to remain sustainable in the global market. The case argues that change agents utilize tactics to manage change which include implementing the change fairly, select employees who embrace change, education and communication, participation, building support and commitment and manipulation.

Problem Statement

General Motors has not been able to manage its revenues and cost since the emergence of Toyota which has captured the market of North America from GM and forced it to file for bankruptcy. Currently, the management of General Motors requires to regain its position in the market by changing the way they operate.

Case Analysis

General Motors (GM) is the largest car manufacturer in the world and one of the leading companies in the business. Since its establishment in 1908, it has experienced phenomenal growth over the years. It has the unique feature of producing cars of unique designs and style, thus establishing a firm base of customers all over the world.The brands of the company include Chevrolet, Pontiac, Buick and Cadillac.

However, since the emergence of Toyota Japan, the profitability of the company has been affected adversely. Toyota has captured the market and gradually threatening the position of General Motors as the world’s No 1 car manufacturer. During 2009, the state of the company was such that it filed for the bankruptcy and closed its several brands. This has forced its management to change its strategy and processes to regain its market share and emerge as market leaders.

One of the internal forces was the remuneration paid to the labor which was much higher than the competing company, Toyota, paid its employees. Secondly, as they had an agreement with theirlabor union, it was operating at 80% capacity,as the profitability of General Motors changed the way it operates.

Cost of Brands

The cost paid to employee per hour paid by GM is 68% higher than Toyota due to the agreement with the trade union. GM has reduced its workforce by 55% from 1998 to 2009 in order to maintain its profitability level. Although the costs are reduced, but the management must consider the aftermath of this action. They should consider that remaining employees may be demotivated by the fact their colleagues are sacked and may fear that they would also be unemployed one day. This fear can affect their productivity neutralizing the advantages achieved from cost cutting.

The quality of the products may also suffer in terms of design and comfort levels. Labor Unions must be taken in confidence if more employees are to be sacked and their concern to be heard. The employees must be informed the reasons for the change taking place and the need to take immediate action. They should also be trained to improve their productivity. Their suggestions must be heard about the ways to tackle change and they should be encouraged to give ideas about the ways to improve quality of cars. If the management suggests a technological change, then employees must be trained to cope with it……………………

This is just a sample partial work. Please place the order on the website to get your own originally done case solution.

Related Case Solutions:

LOOK FOR A FREE CASE STUDY SOLUTION

General Motors: Implementing Organizational Change Research Paper

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Introduction

Implementing organizational change, recommendations for future organizational changes.

We all know that for one to thrive in the business world, change is paramount. Management has to develop new initiatives and catch up with the rapid technological and socio-economic advancements in order to stay ahead of the competition.

There are various theories and models recommended to corporate managers on how they can handle organizational change. However, in implementing organizational change in practice, especially where a large-scale organization is involved, can be challenging and complex and if not handled properly, it can be disastrous to the whole organization.

This paper discusses practical implementation of organizational change in a large-scale business. General Motors Corporation will be analyzed by looking into the various changes it has undergone through and problems resolved as well as recommendations on new changes that could be carried out to enable it retain its competitive advantage in the industry. The GM adopted the overall structure organizational change model in implementing its changes.

General Motors Corporation Organizational Changes

The GM recently changed its traditional organizational model from being decentralized to a more centralized and unified one. The traditional model was characterized by a hierarchical structure of management and leadership. Jobs are arranged into independent functional departments. “GM was divided into different independent automakers…each independent automaker was operated differently and competing with each other,” (Kenly85 2009).

The new model, however, does not have independent departments but rather consists of a team and individual employees all focusing on a common organizational goal. This model was adopted to respond to problems such as harmonization of workers. The staff required to develop a central set of skills by learning from each other’s designs of work as well as improve communication amongst themselves so as to work as a team rather than as autonomous individuals.

The management revised its management to respond to the declined demand for medium and high-priced cars which had been created by the depression. A new management staff was put in place at the five-car division with the operational committee being dissolved and the executive committee eliminated.

“In order to cut costs, the divisions had to share frames, chassis and other parts. This meant that productions and designing cars would entail cooperation and coordination among the four divisions,” (Spector, 2010). This resulted into reduced operation costs and streamlined management system.

Further, it was deemed necessary to reorganize the general office. The office was now empowered to oversee the operational and overall financial decisions. The top executive basically made all the major financial decisions in the organization. This is because financial decisions are very important to the future success of an entity through prospective policies and procedures.

This made it a requirement to include general executives with special knowledge in prospective policies in decision making concerning financial matters. Operational policies were therefore left to the administrative committee.

Later, the financial policy committee was created which was meant to authorize all financial decision matters. An operating committee was also formed and was mandated to oversee strategic planning and policies. The division managers no longer had legal authority. Its only role was to recommend policies for the operating policy committee to adopt. The president and chairman formed the CEO and had overall authority over the financial committee.

Division managers were later included in administrative committees but this did not relegate their power of having overall control over policy. Policy groups made up of general office men now formulated policies. The proposed policies were then handed over to the administration committee which were required to debate and ratify or modify the policies. The divisions only had power to revise or amend such policies.

Support systems were also formed to ensure organizational changes were effectively implemented. An Automotive Strategy Board together with a management committee were formed to keep the CEO updated on the happenings of the corporation. There were also monthly meetings whose attendance was compulsory globally.

The meetings were used by operation heads to monitor the progress of the organization so as to inform the CEO. It also ensured that the organization staff worked as a team towards the achievement of the organizational goal.

A Culture Transformation Team as well as an Operating Model Team were established. The Automotive Product Board and also Automotive Strategy Board were eliminated and replaced with one committee consisted of eight individuals. This was done to fasten the decision making process.

The committee reported to the CEO twice a week when they met to discuss product matters. The operation team, however, was composed of ten executives representing the various divisions in the globe. This increased bureaucracy even more and the decision-making was made even slower.

The government has also contributed to the GM change. The U.S. government eliminated certain vehicle brands such as Pontiac and Hummer and slashed headcount. It also reduced its debts and the obligated benefits and shuttered dealerships. The government now has a 60% shareholding in the company; therefore, we can say that the ownership and control of the organization has shifted to the government.

However, most of the government intervention in GM has been helpful to its growth as well as its changes. For example the New Deal Legislation in the past which was aimed at avoiding future depressions through relief, recovery and reform. It has somehow helped and the GM to recover from its bankruptcy through government funding and subsidies. The GM had to implement its organizational changes according to the Chapter 11 of the Bankruptcy act.

The government also funded the GM to the tune of $14 billion through the Emergency Economic Stabilization Act. The Troubled Asset relief Program (TARP) supported the funding. It was aimed at saving the free-market system that GM represented.

Effects of the organizational changes

There were both positive and negative effects of the transition. Positively, the organizational change was able to muster teamwork amongst its workers. Streamlining of production and general operations cut down operational costs. By cutting costs, the organization was able to operate efficiently and maintain its solvency.

Further, a good communication system was established from the teamwork. Good communication increases the motivation of workers through recognition and the ability to voice their grievances. It also helps in reducing resistance to change by engaging employees in the change program.

This ensures that everyone knows what is going to be achieved and they are all willing to contribute towards the same. It will also give management an opportunity to clarify on the need for change and the intended results to ease out employee’s uncertainty and fear of the unknown on the outcomes of the change process such as retrenchments and layoffs.

Much as these changes were meant to add to the development of the corporation, this was not the case. Instead, this transition affected the two most important stakeholders i.e. the customers and the surrounding community. Due to the discontinuation with some of the brands, it became hard for customers of some models to service or upgrade their vehicles. Consequently, GM did not only lose its customer base but also its reputation was affected.

During the transition, however, GM had to close some of its factories aimed at streamlining production. Consequently, other entities “such as restaurants, gas stations, the real-estate market and the grocery stores suffered financially,” (Kenly852009). Therefore, the community’s financial well-being was disturbed.

Of course, this had an impact on the money circulation chain in the market creating unemployment, downsizing in some public departments and generally lower standards of living. “Due to downsizing, people tend to move out of the town resulting to start of the cycle all over again,” (Dawson, 2003).

The transformation of management system also had great effects on the workforce. This is because they were required to learn a new set of skills and also learn central software being used in all the organizations’ offices in the globe. This in turn impaired the communication system. Training and development of staff also became a major problem. This occurred because with the traditional model, the independent departments existing were using different softwares each.

The organization needs to adopt a new organizational culture which, according to Fitz Henderson, should consist of accountability, focus more on the customer and the product as the main subjects and also one that was ready to take risks. Also, it should be faster in decision making process.

In the past, the organization was restructured where the Human Resource was given the responsibility of supporting culture change rather than drive it. Leaders came up with a new performance management standard and conducted an informative education system to communicate the new organizational culture and it’s values to all the workers.

Those cultures were aimed at incorporating a culture into the organization’s highly bureaucratic system to ensure that its independent departments, regions as well as brands became self-governing and competitive within the organization.

In order to retain its competitive advantage in the industry therefore, GM requires to make new changes to its organizational structure. For instance, it needs to come up with new organizational culture. There should be a way of making the executive body accountable for its performance standards.

Employees should be exposed on how other organizations and, in general, other industries operate. The various staff should be promoted based on their performance as opposed to how much they have invested in the organization or how many years they have been on the job.

Further, the organization should change its bureaucratic nature and adopt a more democratic decision making process to include even the employees in the process. This will bring the employees closer to the product, the problem as well as the customer themselves. In return, he will be able to respond quickly to the rapidly changing and divergent needs of customers as well as the highly unpredictable market conditions. Also, a company that is highly bureaucratic takes long in making decisions thus resulting into slow decisions.

The organization should make changes to its production system into a Just-in-Time production system. This reduces costs since production is only done when the products are needed and therefore storage costs are minimized. Also, they should concentrate on producing environmental friendly cars as opposed to the guzzlers.

This will not only ensure a clean environment but will also increase demand since that is what customers are going for nowadays. Further, they should make more connections with suppliers globally to increase their distribution channels. Also, focus on getting low-cost suppliers by using competitive bidding.

By keeping up with the consumer needs and general economic trends, the organization will be able to change as the market changes and produce products that will satisfy the consumers. It will also be able to adapt to current early enough to technological developments to avoid being outdated. In a world where technology is becoming the in thing, failure to adapt to new technology on time will have disastrous results to the whole organization driving it to bankruptcy.

The General Motors has taken various steps to change its organizational design in order to retain its competitive nature in the industry. This organizational change has helped it achieve some of its objectives such as teamwork and cutting operational costs. On the other hand, those changes have brought about several negative effects by affecting the customers, the community as well as the staff themselves. Its bureaucratic system has also contributed negatively to its failures.

But GM’s organizational change has shown that bankruptcy can also be used as an opportunity to take that crucial step to implement major organizational changes that will see a company fly up and start flourishing once again. Therefore, companies should not fear making that big step and making holistic organizational changes.

Dawson, P. (2003). Reshaping Change: A Processual Perspective . Routledge.

Kenly85. (2009). Blog 1: Organizational Change- General Motors (GM) . Web.

Spector, B. (2010). Implementing organizational change: Theory into practice, (2 nd Ed). ND.

• General Motors Product Development
• Capstone: General Motors Company
• Chrysler and General Motors Bankruptcy
• Physical Capital in Ruiz Construction Company
• California milk advisory board case
• SLP Assignment - Franchising
• The Nielsen Company: Problems and Challenges in Saudi Arabian Market
• Rock Island Arsenal: Developing and Rewarding Teams
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2018, October 12). General Motors: Implementing Organizational Change. https://ivypanda.com/essays/implementing-organizational-change/

"General Motors: Implementing Organizational Change." IvyPanda , 12 Oct. 2018, ivypanda.com/essays/implementing-organizational-change/.

IvyPanda . (2018) 'General Motors: Implementing Organizational Change'. 12 October.

IvyPanda . 2018. "General Motors: Implementing Organizational Change." October 12, 2018. https://ivypanda.com/essays/implementing-organizational-change/.

1. IvyPanda . "General Motors: Implementing Organizational Change." October 12, 2018. https://ivypanda.com/essays/implementing-organizational-change/.

Bibliography

IvyPanda . "General Motors: Implementing Organizational Change." October 12, 2018. https://ivypanda.com/essays/implementing-organizational-change/.

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Organizational change: Case study of GM (General Motor

The main purpose of this article is to elaborate and bring to light the core concept of the organization change, how it works, different factors which moves organization to change, steps for change, resistance for change, change forces, change management approaches and last an example of General Motor (GM) has given that how change was taken place in the organization and what was the strategies for change management. Recommendations and conclusion forms the last part of the paper. .

Related Papers

International Journal of Academic Research in Accounting, Finance and Management Sciences

Prof.dr. Adnan Çelİk

Academic Journal of Interdisciplinary Studies

Karyn S Krawford

Introduction This case study focuses on a fast growing online business services startup platform in Australia. It operates as its own functioning business unit under the umbrella of News Ltd, who own a cluster of individual digital companies also known as Rupert Murdoch’s News Corporation, one of the world’s largest global media companies. This case study examines a change that occurred when almost the entire senior management staff level was replaced including the CEO two years ago. Organisational change is something that occurs throughout an organisation’s life cycle and effects the entire organisation rather than one part of it. Employing a new person is one example. Change is increasing due to a number of forces including globalisation led by rapidly advancing technologies, cultural diversity, environmental resources and the economy; therefore the ability to recognise the need for change as well as implement change strategies effectively, in a proactive response to internal and external pressures is essential to organisational performance. Internal changes can include organisational structure, process and HR requirements and external changes involve government legislation, competitor movements and customer demand (Wood et al, 2010). Change does not need to be a painful process, as it may seem when observing the amount of failed change management initiatives with reports as low as 10% of researched success rates (Oakland & Tanner, 2007), when successful change management strategies are utilised and planned, including effective communication strategies, operational alignment, readiness to change and implementation, which all lower and overcome resistance (Wood et al, 2010). There is a great amount of literature on the negative aspects and difficult management with employees resisting change, however Wood et al (2010) challenge this notion by questioning the change management process as people do not resist change itself but aspects of the change that affects them personally such as fear of the unknown, status, remuneration and comfort. Resistance to these changes is a healthy reaction and can be managed effectively in the beginning by ensuring communication and using one of the change initiatives described here .

Sebastian CHIRIMBU

Revista de Științe Politice/ Revue des Sciences Politiques

Simona Rodat

The study of change is a major concern at present in all fields of science. Traditionally, in philosophy and socio-human sciences, the concept of change was approached as opposed to that of stability, with intense debates about the desirability and importance of order and stability vs. the unpredictability of change. While in classical approaches to organizational change the conceptions that favoured order, stability, and routine prevailed, modern approaches recognize the decisive role of accepting change for the development and progress of organizations. In the field of organization development and organizational becoming nowadays strategies are sought and devised in order to align the organizations not only with their rapid inner changing, but also with the external multiple, complex, and dynamic environments. Starting from an outline of the factors of change and of the term of change as it has been conceptualized in sociology, the present paper aims to delineate a general framework for addressing organizational change. In this regard, after discussing the relationship between organizational change and the social and economic environment and delineating the main areas and agents of change in an organization, the various types of change in the organization and the models of their approach are addressed. Furthermore, since the resistance to change is a common and omnipresent human and social phenomenon, including at the level of groups and organizations, the paper approaches also the causes and manifestations of change resistance, as well as the possible measures for combating this phenomenon, in situations where the change is beneficial and necessary.

In Özer Özçelik (Ed.), Studies on Interdisciplinary Economics and Business – Volume I, Peter Lang GmbH

BENGÜ HIRLAK , ergün kara

Alin Jitarel

Organizational change is a fact of life; it involves changes of organizations’ mission, vision and/or processes, with impact at both individual and organization level. Some organizations accept changes if they consider them as necessary and quickly adapt their behaviour in a desire new direction but in most cases changes are considered unnecessary or very difficult and organizations do not adapt to the new context defined by the turbulent environment in which they operates. Considering these, the goal of the present research is to provide an overview on organizational change processes by considering the operation level and different approaches described in the literature. In the first part of the article there will be described how organizations operate and are interconnected based on Morgan's organizational metaphors. This will clarify aspects related to organizations’ behaviour and will point out the advantages and limitations of different actions’ options. In the second part ...

Revati Deshpande

The onslaught of globalization has made it necessary for, the private or public organization to change according to the rapid transformation on International economics. And it becomes a question of survival and extinction for the organization if they don't understand the alarm of qualitative changes. And to bring ongoing qualitative change in organization the main concern is to prepare its employee to accept the change willingly. The term " Change " itself makes the employee to react or defend with a feeling of uncertainty, a fear of unknown and an unsecure feeling about the jobs. As a result they tend to have high anxiety, stress and conflicts which lead employees to defend or resist the change as reflects through their attitude and behaviour towards the work performance and efficiency. The present study focuses on the perception of the 200 employees and workers working in private sector organizations of Gujarat State regarding change management. The Sample includes Business development Managers, Engineers, Technical supervisors, Staff and workers. A Study was conducted and it was found that there is a difference in perception regarding change acceptance, reason, attitude, behaviour, visible goal transparency and employee's involvement in change management procedure.

Tudor Irimias

The purpose of this paper is to define the concept of change management accepted, practiced and implemented in the Romanian enterprises. The approach was made from the perspective of quantifying the level of comprehension and implementation of the change management concept by the Romanian human resources with managerial attributions. For measuring the degree of awareness and applicability of change management in the Ro-manian enterprises, a questionnaire was applied to the managers from five hundred and forty enterprises. The results confirmed that change management is characterized by some generalities: the concept of " organizational culture " is underdeveloped in the Romanian enterprises, change is perceived with fear and resistance as insecurity, uncertainty and the managers have an unproductive attitude towards " the value of information ". The research implications consist in underlining the attitudes and beliefs of the Romanian managerial labor force. This paper recommends models, which can improve the change management processes (generate positive change) in the Romanian enterprises, if used right and duteously. The value created by this study is putting into light the poor theoretical change management knowledge of the Romanian manager who finds himself at the end of a two decades transition of managerial paradigm, finally embracing the " western business ways " .

SSRN Electronic Journal

Hillary Odor

RELATED PAPERS

Jurnal Budaya Nusantara

Yulfira Riza

Alexandra Constantin

Dillon Mahmoudi

在线制作乔治华盛顿大学毕业证 gwu毕业证文凭证书实拍图学历学位认证原版一模一样

Sharon Rosenkoetter

Alfred Dunshirn

Electronic Journal of General Medicine

Mona Panchal

办理迪肯大学毕业证书成绩单 澳洲Deakin毕业证书办理

Jurnal Komunikasi Pembangunan

Behavioral Ecology and Sociobiology

Adrian Forsyth

Veterinary Integrative Sciences

Kittima Lewchalermvong

Scientific Reports

Uzoma Opara

WASSERWIRTSCHAFT

Andreas Schlenkhoff

Jurnal Kedokteran Mulawarman

Sjarif Ismail

Atatürk Üniversitesi Diş Hekimliği Fakültesi Dergisi

The Modern Language Review

Jacqueline Paskow

Clinical and Translational Science

Gerard Marek

买莱斯特大学毕业证 leicester毕业证本科学历注册证明信原版一模一样

Pensar Acadêmico

Rogério Pego

HAL (Le Centre pour la Communication Scientifique Directe)

Christian de Montlibert

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024