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¶ … manager determine the feasibility of one technology alternative over another?
When a new technology is being incorporated into an organization, the first consideration must be why -- namely why is a new form of technology essential at this juncture of the organization's development? Is it because a certain form of technology is becoming ubiquitous within the industry? Should the organization aim to become a powerful 'first mover' in adopting a new, but untested form of technology? All of these questions will affect the choice of which form of new technology should be selected, or if an accepted and tested form of technology that meets practical needs, versus a technology upon the 'bleeding edge' or market development is more appropriate.
Once the need is assessed, another crucial aspect is how the technology will affect the commercial aspects of the organization. A financial analysis of implementing the new changes must be considered. How much will it cost to train new staff members, how much of a time cost will there be in setting up the new system and phasing away from the old system? Problems with adopting new technology in the past must be assessed in creating a timetable and a cost breakdown, and ideally a comparison of available alternatives must be provided.
If the technology affects the way the consumers communicate with the organization (such as shifting entirely to a web page for orders vs. phone orders) also, a market analysis of how the target consumers will react, on a personal level to this change. Additional helpful factors may be a widespread industry and technology analysis, to see if there will be a substantial cost if the organization adopts a new form of technology that might not find wide acceptance. Also, the organizational culture must be assessed, as certain workers from industries that are graphic might be more comfortable with Macs, for example, versus other industries where Windows are ubiquitous.
Organizational Culture Integrating culture and diversity in decision-making:The CEO and organizational culture profile. Historically, there are many definitions about organizational culture, which different literatures offer different definitions. The most popular definition is "the way a company does their thing around the company." In addition, organizational culture refers to the attributes of an organization, or in other terms, it is appropriate to link organizational culture as the right ways in which companies understand
This is the starting point. Here, the organization's mission and core values are developed to make sure they address all important issues of the organization Rosenthal & Masarech, 2003() The second step was communication whereby the Navy made sure all members of the organization were well aware of the mission and core values by hanging them in every corner of the organization. This made sure that nobody in the organization
Employees handle a large amount of private documentation and must uphold the law of confidentiality legally and ethically. Despite the stress on confidentiality of client information, communication flow is still important to the organization's ability to get work done. / Thus confidentiality in the service of customers, not in the service of secrecy is the organizational mantra. Additionally, communication is not simply fostered in the organizational culture's common professional dress.
However, this does not happen always. An organization's structure is in reality an extremely powerful control technique, as the alternative to structure will automatically favor some groups and put others in trouble. In case managers are employing structure to extend power to some groups or individuals they are not just wielding power rather are getting involved in political movement. Therefore, strategic choices relating to structure might not be coherent
Organizational Culture/Rewards System There are numerous links made in research regarding organizational culture and a rewards system. A majority of the studies available suggest that in general an organizational culture that fosters communication and a collaborative or team oriented environment is more likely to successful implement a rewards system, and more likely to have a rewards system in place than one that does not (Burke, 1995). Malekzadeh and Nahavandi (1993) show that
Organizational Culture and Leadership Leadership is power, exercise of influence of an authority that seeks to inspire the conduct of others (individuals or groups) in order to get them to voluntarily achieve clearly defined objectives. While some have naturally predisposed to leadership, it is also true that leadership develops over time. What is the key to a productive leadership? How to improve weaknesses to achieve positive results? How to mobilize and