The goals would be looked from the eyes of the person whose interest lies in the implied strategy. There may arise some biasness in terms of tasks being done. The information here needs to be gathered by the expert professionals to ensure that it is accurate and according to the modern technologies. Once the information is gathered it is normally communicated through a one-way process, either through senior or expert representatives to the recipients. Communication is done on the basis of understanding and not redefining of what the experts had gathered. The actual gatherings of data must be discussed thoroughly to avoid the self-interests of some of the employees.
Normative-Reeducative in this kind of a change people are more focused on things that satisfies and fulfill their needs. Over here the issue is not to find the right information but to find an effective relationship between the values of the employees and the organization on whole. In this the organization tries to involve as many employees as they can to get an overall picture of the needs and values that the employees crave for. Intense interactions between the employees are required. For the change strategy to be successful the organization has to take into consideration the surrounding culture like broader system, habits and values of the employees that dominate. ...
This process takes a longer period of time as compared to empirical rational. In such a change if the organization goes by the values and culture of a specific culture then they may find difficult competing with the international world if the global culture does not contain the same values and needs.
Power-Coercive in this kind of a change those who possess knowledge hold the power. This approach focuses more on the use of political and economic sanctions as the main strategy to bring about change. Political power normally involves policies, laws and other agreements, and economic on the other hand is the logical extension of political power. Here the issues focus on jail and other personal liberty sanctions. Some of the specific strategies that come under this approach may include over throw of political regimes or changing of organizational management through stakeholder pressure and so on. This kind of a strategy maybe de-motivating for some employees to work. Today employees want empowerment and job rotation in order to increase the interest in their work schedules, but working under such authoritative strategy may affect their output. The authority imposing employees may show biasness to some of the other employees causing differences.
Environmental-Adaptive People are not happy with the disruptions that occur within the organization but they do adapt to new circumstances as required. It is more like building a new organization and gradually transferring people from the old one to the new one. Not all organizations are willing to change when the need arises. They are more scared of what if the changes do not suit the organization over all, and therefore they continue with the orthodox ways of achieving goals where as the
Empirical-Rational the people within the organization are rational, once they are presented with information that contains details that are of their interests, they will accept the change as means of achieving that interest. Here it is not necessary that organizations go according to what the competitors are doing…
The managers control the subordinates in order to carry out the day to day running of the business. Hierarchy is the way in which the organizational management structure has been established. Hierarchy, in other words, is the way in which the management of the business is formed and control is exercised.
Some of the different aspects of organizational theory that are found to be different among organizations include organizational culture, organizational structure and design, and approach to teamwork and teamworking (Gerth & Mills, 2004, p. 149). The differences exist because of the fact that different organizations have different objectives and that they operate in different environments.
The alumina which is produced at the processing plant is then carried on to Blyth, in specially designed wagons, to the Lynemouth Smelter Complex, and also to Lochaber and to Kinlochleven. The second unit at the Lynemouth Smelter Complex is the 390-megawatt power station, which uses about one million tones of coal every year.
The aspect of learning is tied in closely with the organization since it has to seek future business activities, tasks and processes in line with the already completed research and surveys. Learning has to be the basic outcome of its activities and on
The increasing impacts of globalization have written off the geographical boundaries of the nations and the economy has become truly transnational in nature. With the Internet boom, customer reach has increased
In this question an attempt is made to see how bargaining theory helps managers.
No business venture can be initiated without proper management. More precisely it would be pertinent to say that management is an avenue leading towards business success.
This document covers the systematic analysis of how management theory has evolved over the period of time. The earlier attempts made to understand management and set its theory was based upon classical approach. The Classical approach advocated for the use of scientific methods in managing the organization whereas later approaches, however, provided some other alternatives too.
The most noteworthy of these views have taken the form of management theories. Management practitioners benefit from these theories as they are relevant, in varying degrees, even today.
While a few aspects of some theories overlap, others are radically
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