In the current scenario, organizational transformation mostly happens to be a revolutionary and complex process, which is usually perpetual in its scope and ambit. Thus, organizational transformation almost always calls for ushering in some drastic and innovative changes in the overall organizational structure and the related systems and subsystems, by using which an organization tends to produce and deliver products and services…
Hence, it is imperative for the organizations to be cognizant of the inherent complexity of an organizational transformation, to avoid any confusion or possible frustrations. Organizational transformation mostly affects an entire organization and do brings in ample confusion and chaos in its wake. Therefore, the involved stakeholders need to be willing and prepared to act and operate in an environment defined by ample change, amorphousness and uncertainty. Besides, there aught to be an optimum awareness at all the levels within and organization regarding the multiple phases of change and the knowledge, attitude and expertise required to manage each specific phase. In the given context, an acknowledgement of some key elements involving organizational transformation does help.
Vision- Any successful organizational transformation largely is dependent on a clear and lucid vision. A flawless vision does happen to be an essential ingredient of any well-managed organizational transformation. ...
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(Effective Organizational Transformation Essay Example | Topics and Well Written Essays - 500 Words)
“Effective Organizational Transformation Essay Example | Topics and Well Written Essays - 500 Words”, n.d. https://studentshare.net/miscellaneous/302809-effective-organizational-transformation.
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Upon beginning my employment, I soon came to recognize that there was a great degree of dysfunction in the work environment. Krantz (2000) refers to such modes of dysfunction as toxicity; this is a view of the organization in terms of psychic functioning.
e Chief Executive Officer 12 Employees of the Different Organisational Departments 12 Consumers’ Viewpoint 15 Critical Analysis and Evaluation of the Change Management in Larsen and Toubro 16 Kotter’s Eight Step Model and the Change Function 17 Kotter’s Eight Step Model and Larsen and Toubro 18 Urgency for Enhancement of Organisational Value 18 Building Effective Teamwork for the Change Process 19 Setting Organisational Vision 19 Communication of Organisational Vision 20 Action Plans for Meeting the Organisational Goals 20 Achieving Short Term Goals and Holding on to the Gains Made 20 Creating a New Organisational Culture 21 Conclusions 22 Lessons Learnt: Personal and Organizational 23
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