According to Jim Sirbasku the Organizational restructuring strategies help you get the most from people by developing a plan for corporate restructuring, layoffs and mergers. For organizations to develop, they often must experience significant changes in their overall strategies, practices and operational procedures. As companies evolve so must their employees to align with their organization.
Organizations are active systems and they cannot work if any of their systems will not work efficiently and smoothly. Above all understanding the relationship between organizational restructuring and its employees is the key to humanizing your organization’s capability to move through change effectively. In organizational restructuring organizations need insight into where to best utilize the talent. In addition to that organizations need to be able to handle conflict because organizational restructuring brings about stress and conflict. Being able to predict how each employee will respond to stress and conflict is the key to managing change smoothly.
If you aren’t sure about what organizational restructuring management and analysis can do for your company, consider the following questions:
- Would you like to create a benchmark for measuring progress in organizational development activities?
- Do your managers and employees have a misaligned interpretation of the vision, mission and values that are important to the success of your organization?
- Do you have a system to measure management effectiveness?
- Are your internal management practices in alignment with achievement of organizational goals or is there a negative correlation?
- Do the skills of your supervisors contribute to a negative impact on performance for your compa...
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• http://www.ioatwork.com/ioatwork/2009/06/curing-the-organizational-restructuring-blues.html
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• Kudray, L., & Kleiner, B.H. (1997). Global trends in managing change. Industrial management, 39(3), 18-20
• Hiatt, Jeffrey M. ADKAR: A Model for Change in Business, Government and Our Community. Prosci Research, 2006
An employee’s perception of organizational restructuring can vary greatly, particularly when it comes to morale. For the purpose of this literature review, we will define morale as the feelings of enthusiasm and loyalty that a person or group has about a task or job (Merriam-Webster). Also for the purpose of this literature review, we will use Caplow’s (1976) definition of an organization which is, a social system deliberately established to carry out some definite purpose (p. 3). Employees’ work morale is very difficult to decipher, and is very unsettling, highly dynamic, and sensitive to many factors. This includes individual differences, jobs, and workplace variations (Yang, 2009).
But divesture of three out of four divisions leads to a very small portfolio which leads to chances of high risks as well. The process of restructuring and forming a better portfolio would provide the firm with a lot many opportunities including exploring newer and more compatible product lines and segments, thus increasing its opportunities to earn better revenues with efficient management.
A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html
Organizations can be evaluated in three levels; internal evaluation, external evaluation and the Evaluative Organization (Martz, 2013). Internal evaluation review and evaluate company operating procedures and then used to populate advanced statistical modeling and performance dashboards (Martz, 2013). This system is a self-assessment, with an emphasis on performance measurement; during this phase there can numerous sources with perhaps one of the best being the people of the company. When management has good communication paths with employees, they are more likely to give honest input to performance
Achieving organizational change that produces real results is not just a managerial challenge; it is also a cognitive challenge. As Peter Senge stated in an article on leadership "deep organizational change requires a change in people. Redrawing the lines and boxes in your org chart without addressing the way people within the organization interact may be like rearranging the deck chairs on the Titanic" (1996). Leaders find it easier to address tasks rather than the complex dynamics of human interactions. The outcome of which is a focus on the short-term and local not the longer-term and global results from change.
Successful reorganization is about more than getting proposals through Congress. The implementation stage is equally challenging—and the transition team needs to think about that phase as proposals are being
...ouse, 2016). Managers humbling themselves to make their employees comfortable at work by creating a learning environment usually results in a positive work environment. I have supervised employees with negative behaviors who wish to be left along to simply do their work with no desire to promote or be social. These are not necessarily bad employee but are employees who need the additional caution in their team placements. I use servant leadership as much as possible and where appropriate. I also ensure structure and integrity in the subordinate’s line of supervision are followed. Assisting is fine when coaching employees to better performance but as coaching occurs the level of coaching should progressively decrease with employee increased competence. When employee’s needs begin to affecting operations, I believe another style of supervision needs to be deployed.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
From information gathering and research, organizational change management is similar in a way that psychology explores people’s behaviors in the workplace by creating theories and set of principles to compliant with the o...
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
The first two do not require the acquired business unit to be connected with the existing units; the second two depend on connection. Although the concepts are not always mutually exclusive, the way in which they generate value for the corporation is different for each. The portfolio management balances current business activities with new industry acquisitions. Its success is undervalued acquisition meets attractiveness and COE test. The challenges are: increased capital market competition, need for industry specific knowledge, and growth of the company and diversity. The restructuring seeks underdeveloped or sick companies and industries. Its successes are: utilize and pass the three tests and ability to find undervalued companies with growth potential. Its challenges are: restructurer exposed to more risk, time limit for success, hold onto a restructured company, and growing depletion of restructuring pool with increased competition. The transfer of skills involves activities important to competitive advantage. With transferring skills, business activities are similar enough that sharing knowledge would be meaningful. However, skills must be useful to key business activities and must be beyond competitors’ capabilities. The ability to share activities has been a potent basis for corporate strategy because sharing often enhances