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.threesigma.com/organizational_restructuring.htm
• http://www.springerlink.com/content/nt3m77j32r0410qu/
• http://www.hrtools.com/insights/ellie_mcintyre/organizational_restructuring_eight_important_considerations_for_any_business.aspx
• http://www.ioatwork.com/ioatwork/2009/06/curing-the-organizational-restructuring-blues.html
• http://www.informaworld.com/smpp/content~content=a713645485&db=all
• 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
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
Downsizing, restructuring, rightsizing, even a term as obscure as census readjustment has been used to describe the plague that has been affecting corporate America for years and has left many of its hardest working employees without work. In the 1980’s, twenty-five percent of middle management was eliminated in the United States (Greenberg/Baron 582). In the 1990’s, one million managers of American corporations with salaries over $40,000 also lost their jobs (Greenberg/Baron 582). In total, Fortune 500 companies have eliminated 4.4 million positions since 1979 (Greenberg/Baron 627). Although this downsizing of companies can have many reasons behind it and cannot be avoided at times, there are simple measures a company can take to make the process easier on the laid-off employees and those who survive with the company.
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.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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.
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.
3. Organizations must change in order to meet the needs of the changing workplace, environment, technology, and economy in order to be competitive. Change is good for an organization if it is done in a controlled and structured manner. Change is also risky because it is often met with resistance. For example, people may feel threatened and fear power loses and subsequently, resists the change. Change can also be ineffective if it is narrow and doesn’t concern itself with people and is over determined. In Enron’s case, the organization was constantly changing with no collective rhyme or reason.
Kotter, J. P & Schlesinger, L. (2008). ‘Choosing strategies for change’. Harvard Business Review, July-August, 130-139.
An organization goes through many barriers when implementing changes to restructure the daily routines when the foundation is surrounded by a person in charge changing on a recurring basis. Let's take a look at a variety of levels a company endure when making changes to shaping and anticipating the future of an organization. The company will need to assess their weaknesses and strengths to possibly move into opportunities to improve the mission and goals while an organization goes through changes. The next level is to define the mission with expectations by attempting to create a strategic plan to put into action when making changes in an organization. And then, the company move into implementing the plan to reorganize the goals to substantially fulfill or work toward productivity, customer service, effectiveness, and the quality of work of a specific organization. Finally, the last stage is working toward changing the process. It will best to take small steps into getting employees accumulated to changes in order for it to focus on the less important changes to existing and future work processes. Ultimately, the goal must be measureable to determine if the changes will be useful or counterproductive and the best way to test the method is through a plan or strategies because they look at the how, which is very similar to the goal and evaluate what will transpire in the course of each level. The goals are sought by taking advantage of the moment in time before the opportunity passes by. Also, can the goal be attainable, realistic, a step by step action and come to the conclusion of observable results that can be accomplished through the many changes an organi...
The goal of organizational change management is to create a prosperous work environment through strategic change and applying those changes through the people side of management. Organizational change management is a branch of handling the outcome and strategies of new business processes, changes in organizational structure or cultural changes within a company. There are multiple components in understanding the techniques and goals of Organizational change management. The first part discussed will be on setting goals for an organization as it can be a complex process because if aimed too high, the goals will most likely not be attained and performance will deteriorate.
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.
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
Miller, D and Friesen, P (1980) ‘Momentum and revolution in organisational adaptation’, Academy of Management Journal, 23/4: 591-614
Then, create an overall strategy rating by averaging all the individual ratings. Set a threshold, either a percentage or average rating, to determine the success of your strategic alignment. Organizational change is imperative in order for an organization to continue its growth. An organization is expected to implement changes, since the organization must prioritize and understand the overall benefits as a result of the change.