These aspects are presented in Intel Corporation (2011) and Jones, Watson, Gardner, & Gallois (2010).
In Intel Corporation (2011), the rationale for change is informed by the need to match Intel’s enterprise architecture with the current market demand for semiconductor chips. On the other hand, Jones, Watson, Gardner, & Gallois (2010) address change in the light of communication challenges in the21st century. The role of Intel in enhancing the welfare of the communication industry is highlighted. The commonality between the two publications is that they both evaluate the sources and impacts of organizational change. However, while one is based on the internal operations of the corporation, the other focuses on the entire industry.
Organizational change for Intel is influenced by technology, operation processes, and architecture subject to the desired level of creativity and innovativeness (Ilozor, Peter, & Graham, 2012). In this respect, Intel uses diverse rationales for internal change, while the industry rationale for change is communication-based. Therefore, the use of single or multiple rationales in assessing the need for change depends on the specific operations undertaken by the ...
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Such growth often therefore allows firms to focus on developing their business through its own resources and keep on expanding in similar or different markets. The speed with which the acquisition strategy can be applied can also allow the firms to actually respond to the under-valued opportunities in rather quick manner.
Healthcare management is one of the important fields that require an immense attention on the patients and their health. The much developed technology has contributed to the various needs of the patients and this provided them a good quality interaction in the healthcare operations.
In this context most managers need to promote organizational changes by introducing a cluster of small changes applicable to areas varying from business input to ultimate output. Therefore, organizational change is a management strategy by which a framework of new business processes with adequate changes in the organizational structure subject to timely changes in cultural patterns within the enterprise.
The other challenges that hospitals face include; the drastic continuous technological changes, changes in the population, changes in economic trends, the transparency and quality of care concerns and the competing leadership team demands which cause additional problems.
Towards this effect, the paper will point out these barriers, and offer some mitigation strategies. Learning Organizations & Effectiveness Introduction In order for an organization to survive in a highly competitive market and maintain competitive advantage, organizational learning is ideal.
Multicultural Organizations. Rapid economic globalization insists that organizations have to have the capacity to operate in diverse cultural settings. Community ceased to labor in a narrow-minded marketplace. Organizations and organizational processes are part of the worldwide economy.
Irrespective of its categorization, one of the most apparent obstructions to change had been reluctance of human beings to readily adapt changes. It is fundamentally due to the reason that change is known to bring massive alterations in the already settled system irrespective of the fact that whether it is planned or unplanned.
This change is an essential part of constant quality enhancement through proper planning and measurements. It is evident that to have a competitive edge, a business must have the ability to change, adapt, and progress in an effective way than the competition.
According to the author of the paper, non-commercial global organizations fall into either of two categories: nongovernmental and intergovernmental organizations. In terms of their type, every global organization experiences change from time to time, which needs to be managed effectively if the organization was to achieve their goals.