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An evaluation of the influences of globalisation on organisational structure
Globalization and organizational structure
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The idea that renewal strategies, like redundancy and restructuring, are necessary to achieve organisational goals comes from a supply and demand analysis of the job market. Today’s working environment is seen to be excessively using these strategies in order to accomplish short term goals, resulting in businesses not looking towards their long term futures. This essay will address this issue by looking at the significance and implications redundancy and restructuring raise, that of reduced morale, satisfaction, motivation, and retention of the future workforce. It will also outline the many perspectives on the issue, that of a resource, industry and company based view, as well as display the veracity of these views. It will demonstrate that although redundancy and restructuring is a viable change method to achieve organisational goals, they should only be used as a last resort, due to the many significant costs it raises for businesses long-term success.
Many reasons exist for why businesses feel there is a need to change, ranging from mergers and acquisitions, technological advances, and economic and financial considerations (Business HR, 2011). This last point is particularly relevant in today’s environment due to the ongoing worldwide financial crisis. The fast paced and unstable environment that ensued led to a reduction in business profits and cash flows, leading some to believe their future growth plans were in danger. As a result, organisations felt the need to constantly adapt their workforce skills to the markets changing demands, and therefore adopt the view that change and renewal is an essential and natural response in order for growth and survival (Robbins & Muerji, 1994). However, the need to review an organisati...
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... Global strategy. United States: Thomson
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Bolman, L. G. & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass.
Ramlall, S., Welch, T., Walter, J., & Tomlinson, D. (2009). Strategic HRM at the Mayo Clinic: A case study. Journal of Human Resources Education, 3(3), 13-35. Retrieved from http://business.troy.edu/jhre/Articles/PDF/3-3/31.pdf
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
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.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
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Recently, my company has experienced massive change. The company has had around a 50 percent turnover in the last year. Included in that turnover was everyone in the executive team, excluding the CEO. As our company struggles to handle new employees and a new vision, motivation and morale seems to be decreasing. In this paper I plan to explore why motivation and morale tend to decrease during times of change and investigate ways how a company can maintain high morale during massive change.
...ople for stability. In this todays modernised world, change has become inevitable and there is no doubt that change has to occur in order to survive and achieve success through a number of ways such as focusing on internal strengths, exploiting external forces and making potential threats into opportunities. In the long run, there are clearly more benefits rather than disadvantages because change does not have to be met with negativity. It needs to be embraced through cooperation between managers and employees, clear organisational culture and rewards that improve performance that are not based on tightly structured procedures. Ultimately, overcoming the difficulties of organisational change shows how management systems and people rewarded for stability is not just black and white but is shades of grey and how it is approached will determine its success or failure.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
The sense-making approach of unfreezing, changing and freezing (Palmer, Dunford & Akin, 2009) was inappropriate in this scenario. Management has made a decision to reduce their workforce continuously; however, the change does not end with the layoffs, rather, it is a continuous change as they continue to reduce employees and focus on the existing employees’ morale. Middle management predominantly executes sense-making approach by as aligning the company objectives with their employees (Banker, 2012). The sense-making approach may have been the culprit of the communication breakdown between employees and British Airways CEO regarding absenteeism. The processual approach was much more fitting with continuous layoff that will allow them to pursue their next implementation. Processual approach is on-going and focused on long-term results while sense-making approach is a prescriptive change. The sense-making approach might have worked if processual approach was established first during the reduction in force, prior to introducing the swipe card implementation. Preferably, British Airways should have engaged in change management approach first to address the system change in a large scale. Organizational development approach would have assessed the entire organization and discovered that the low morale may