Principles of Management

United Daycare has several forces and trends that potentially affect the overall business. Nevertheless, in order for any business to function properly the business must know all forces and trends that will affect it now and in the up coming years. External factors that affect United daycare are; legal and regulatory, economic, and social. Internal factors that affect United Daycare are leadership, strategy and resources. All internal and external factors have been put on a SWOTT analysis table to see where the business is currently, what the risks are, what the opportunities are for the business, and what the strength and weakness are.

He goes on to explain “operational decisions relate to the daily operations of an organization. The countless interactions that take place on a daily basis represent the result of operational decisions. These decisions, therefore, can bog down an organization and make it ineffective. To prevent this, operational decisions should be consistent with strategic decisions. Good operational decisions will have measurable results such as higher revenues, increased profits, increased productivity and customer satisfaction.” A business always needs to evaluate the potential risks when deciding to modify its methods and strategic decisions represent a risk because these decisions deal with the future.

When a business has a poor financial performance, it is a great reminder that organisation should change as quickly as possible. A suggestion would be rebuilt the supply chain and keep the costs under control to improve the organisation financial performance. Every organisation’s likely face crisis, it including those products which are unsafe and dangerous, thus, reducing all the disruption and managers should take responsibility to the organisation. Innovation changing is from operation to marketing; it can improve products and production processes. Corporate culture is a difficult task to changes; this is because it is usually formed over several years.

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.

ORGANIZATIONAL CHANGE We can define an “Organizational Change” after we have an idea of why it occurs: Organizational change occurs when a company evolves from the current state to some desired future state. It follows any changes in business strategies or dominant sectors of an organization which are also known as reorganization, restructuring and turnaround. Now we can define what an Organizational change is: It is the elemental strategy for ensuring that an organisation remains pertinent in a varying environment and thus is able to adapt to the changes. It includes analyzing and updating management structures and business processes. One very important thing to keep in mind is that: Managing organizational change is the process of critical

If an employee is critical of every decision that an organization makes, they will not willingly accept the changes. This is one of the hardest things for management to overcome. Manipulation will also cause a problem. Employees that manipulate others into seeing their point of view, or going along with them in resisting change, can cause more people to become resistant to the organization’s changes. Undermining whenever possible has the potential to ruin relationships between management and their subordinates.

The current state includes understanding variables and the relationships that the organization is comprised of, and the effect the changes will have on the organization. Part of determining the current state of a business is having an awareness of the processes and functions that make up the business, such as identifying internal and external conflicts, and trends that influence the business. An accurate assessment of the business is important to lay the groundwork for redesigning, or restructuring. To ensure the strategy remains aligned and on course, the business needs to review constantly and assess progress. It is essential to recognize situations that need addressing, and to manage the issues promptly and effectively.

The failure may be due to the manner in which change has been visualized, announced, and implemented or because internal resistance to it builds. Employees, in other words, sabotage those changes they view as antithetical to their own interests. Students of organizational change identify areas of change in order to analyze them. Daniel Wischnevsky and Fariborz Daman, for example, writing in Journal of Managerial Issues, single out strategy, structure, and organizational power. Others add technology or the corporate population ("people").

This basically entails being a position of making things work together. Change can affect various levels of the organization and thus affect the whole company. The processes from design, manufacture to service delivery should therefore be analyzed to ensure that they will be in line with the new vision. Failure at one level will affect the whole process (Small, et al 2016). Competitive forces are external factors that limit implementation of change.

You hear all about policies and procedures in the workplace, but why do we need them? We need these policies and procedures for the focal reason that without them nothing could be achieved. Organizations would plunge into chaos if these two items were non-existent and daily operations would quickly come to a screeching halt. Policies and procedures are a reflection of how an organization operates its daily business. They illuminate what an organization wants to do, why it wants it done, and how to best execute their plan (Sarkissian, n.d.).