The focus of each study is how to navigate the complexities of organizational change while keeping the company in balance and moving forward towards its objectives (Galbraith, 1982). One analysis concentrates on the structural components of an effective culture that is agile enough to change yet solid enough to be stable enough to grow on (Designing the Innovative Organization) (Galbraith, 1982). The other concentrates on how best to define the cultural foundation of a company from a sociability and solidarity standpoint (Goffee, Jones,1996). Both of these approaches are highly effective in creating a navigational focus on change management and cultural strategy decisions. As both analyses illustrate just how potent the potential is for modifying a culture based on its ability to take into account the myriad of factors that resist change, their insights would be invaluable for managers looking to side-step the major stumbling blocks evident in resistance to change. Both have elements of pragmatism associated with them as they attempt to be prescriptive to senior management about how to structure change management strategies that take into account how diverse and unique an organization is. Of the two however, the one that succeeds is the discussion of how to create a more innovative organization over time through better management of the heterogeneity and unique needs of its members, the employees and stakeholders (Galbraith, 1982).
Desired Outcomes of a Change Initiative
Ultimately the single greatest accomplishment of a change management initiative is ensuring an organization stays agile enough to respond to market conditions while also being stable enough to provide...
There is also the potential for completely redefining the organization's strengths and core competencies if over time it can embrace and shift its focus away from being myopic and inward-focused to becoming more market-drive. The shift in mindset also has to take into account the innate personality or attributes of an organization, and these articles highlight differences in how they can be defined and used (Goffee, Jones,1996).
Change management involves risk and the ability to keep entire workforces balanced while making the transition between one series of market and business model assumptions to another (Galbraith, 1982). The outcomes of a change management initiative need to respect these aspects of any organization's culture while also seeking to create enough value from the transformed business models and value chains (Galbraith, 1982). Organizations who have this ability to keep their core value chain components continually focused on market requirements while also creating a continually agile structure will over time attain greater market dominance compared to those that don't. From this perspective the ability to balance rapid organizational, societal, and market-driven change while also ensuring a stability to an organizational culture is critical. Only by taking these types of approaches to validating and ensuring consistency can an organization hope to stay relevant to customer's over time.
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
The use of competitive analysis is an example of taking a contingency outlook to the issue of change and problem solving. Ford (2002) illustrates that often organizations base future behavior on past performance. This view is at the core of the contingency perspective, and has been taken at time by Toyota. For example the Toyota Production System itself is an example of incorporating the contingency perspective. In designing and implementing
Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For
In this system, in which we must increasingly compete for students and research dollars and create new sources of funding, international university rankings are the utmost importance." (Probert, 2006) it is emphasized in this report that these changes are of great significance toward ensuring "greater strategic capacity within the Faculty." Probert (2006) relates two key changes which have been proposed and states them as follows: 1) the reduction in number
Organizational Change Management Plan The pervasive adoption of home care treatment programs over their more costly and less flexible institutionalized counterparts is forcing rapid change throughout the healthcare industry. Many of these changes are predicated on serving the patient more effectively, and this often encompasses their treatment programs, the level of patient satisfaction attained with their remote care, and the effectiveness of remote support and treatment from trained healthcare professionals. Telemedicine's
Downsizing and Change Management In any organization, the only permanent reality is change if the firm wants to thrive and succeed in the global economy. In times of extreme hardships, companies will some times have to make decisions, which are fairly harsh but are immensely important for survival of the firm. Downsizing is one such decision and while it appears unfair to some, it is actually the only way a company