Executive summary
The purpose of this report is to reorganize the company for growth, higher revenues, profitability and for greater competitiveness as well as give recommendation. This report has considered the organizational features to be re-modified and challenges to encounter
This report summarizes the process that will follow and the proposed restructures. The proposed restructure reflects the need for new ‘‘organic’’ organizational forms. Not only does a company’s organizational structure help determine how well its workers make decisions, but it also reflects how well they respond to environment conditions. The organizational structure can influence workers attitudes toward their job. A suitable organizational structure can minimize costs, as well as maximize its efficiency, which increases its ability to compete in a global economy. For these reasons, many organizations have reconsidered with their organizational structures in recent years in order to improve their profits, sustainability and competitive edge.
Introduction
• Project Aims
The purpose of this report is to reflect the practices of the company and proffer suitable organizational components that can help the company manage the challenges and more competitive. Also, make a recommendation in order to bridge the gap between the practices and the market environment. It has been described in the literature the need for companies to undergo changes on a continual basis. Thus the importance of organizational change in today's turbulent business environment has increased.
• Objectives
The objective of the study is to determine strategic imperatives response to unprecedented challenges. Also, to determine the existing organizational components that can be appl...
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...uce costs, and create the kind of agile business that can survive the uncertainties.
References
Bowman, E. H. & Singh, H. (1993) ‘Corporate Restructuring: Reconfiguring the Firm’, Strategic Management Journal, 14, pp. 5-14 Retrieved July 7, 2010 from JSTOR's Website.
Child, J. (2005) Organization: contemporary principles and practice. Malden, MA: Blackwell Publishing
Nadler, D. A. & Tushman, M. L. (1999) ‘The organization of the future: Strategic imperatives and core competencies for the 21st century’, Organizational Dynamics, 28 (1), pp. 45–60
Nzeshi, O. (2009) ‘House Probes Nitel, Mtel Privatisation’ [Online] Available from:
http://allafrica.com/stories/200911300592.html (Accessed 7 July 2010)
Nzeshi, O. (2007) Mtel's Market Share Drops. [Online] Available from: http://allafrica.com/stories/200702080181.html (Accessed 7 July 2010).
Wheelen, Thomas L. and J. David Hunger. Strategic Management and Business Policy, 13th Ed. Upper Saddle River, NJ: Pearson Education, Inc., 2012. Print.
Gaughan, P. A., 2002. Mergers, Acquisitions, and Corporate restructuring. 3rd ed.New York: John Wiley & Sons, Inc.
A strategic analysis provides an examination of both the internal and external factors impacting on the organisation (Papulova & Gazova, 2016). City
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Furthermore, an evaluation and review of the changes that took place in the organization will be discussed as well as its consequence on the Scania’s business. In initiating organizational change, it is imperative to consider the relevant stakeholders and obtain their essential support. Therefore, this report will briefly explain the diverse stakeholders and the impact of organizational change on each of them.
Nowadays, organizational change has a serious implication for the survival of an organization (Furst & Cable, 2008). Change is critical, necessary, and has becomes a key factor to win the game.
Target Corporation's strategic structure plans are continuing staffing the organization and assemble a well-talented management team. Also, continue recruiting and retaining employees with the needed experience. Another option is to acquire, develop and strengthen resources and capabilities in performing critical value chain activities to match changing market conditions and customer expectations. Target Corporation needs to explore multidivisional or matrix organization structure to facilitate strategy execution, delegate authority, and managing external relationships (Thompson, Peteraf, Gamble and Strickland, 2016).
Organizational structure is one of the three key organizational assets that could contribute to the effectiveness of operations of any organization (Zheng, Yan and Mclean 2009) It is joined together by different flows of information, decision processes, hierarchy of authority, specialization and working materials. (Enz 2009; Mintzberg 1980) Furthermore, it also determines the operating workflow, control of information, decision-making in the organization and the line authority (Mintzberg 1980). The facets of the organizational structure, the relationships that exist within it, and how the business processes (Bititci et al 2011) are controlled, determine the managerial style that should be utilized in addition to the strategies the organization could implement. Going further, a company’s organizational design and the parts that constitute it are seen as a contributing factor to superior performance, which ultimately provide an organization with competitive advantage over its competitors. (Enz 2009; Zheng, Yang, and Mclean 2009)
Miller, D and Friesen, P (1980) ‘Momentum and revolution in organisational adaptation’, Academy of Management Journal, 23/4: 591-614
Modern day organizations have to constantly change to meet the demands of customers. Workers have to change with the organizations to be able to perform new functions and complete new sophisticated tasks.
Along with the rapid development of economy and society, the companies have to own skills to adapt, cater, and transfer new knowledge, and try to modify their activities to reflect insights. Strategic management evolves
A key part of an organizational strategy is to identify market opportunities by finding a niche or a gap in the marketplace that they can pursue to take their company ahead of all their competitors. An organiz...
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.
The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were not informed of the company’s mission statement and goals. The staff received limited training on the jobs they were to perform. Omega was faced with the challenge of getting the employees to achieve their sales quotas. According to (Aguinis, 2007), “There are two important prerequisites required before a performance management system is implemented: knowledge of the organization’s mission and strategic goals and knowledge of the job in question.” The benefit of superior knowledge of the organization combined with clear and agreed upon mission and strategic goals of their unit would afford employees the opportunity to make contributions that will have a positive impact on the organization as a whole. In addition, one must possess the knowledge of the job in question to execute the tasks necessary to be done and how they should be done. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning throughout all the franchises. According to Aguinis (2007), “Strategic planning allows an organizati...