organizational change

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Rajesh kumar

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Unfreezing Movement or Transition Refreezing

Status Quo Desired State Restraining Forces Driving Forces

Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases. But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.

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“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.

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Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.

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The influence factor of vote Team member: Problem description 2 we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting. Dataset 3 European Election Database. Data Source Website Sampling Method https://nsd.no/european_election_database/ Random Sampling; n=188 Questions of interest 4 Is there an association between gender and whether an individual vote or not? Is there an association between age and whether an individual vote or not? Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not? Is there an association between County and individual’s county development degree and whether he/she vote or not? Analysis to be completed 5 Qualitative variables Bivariate variables Correlation : vote and gender Chi-square test: vote and gender Regression Analysis: vote and age Correlation Main Variables 6 Vote: binary variable. Whether an individual vote or not. Age: age of an individual. Female: equal to 1 for female and 0 for male. Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote. County: the development degree of the voter’s county. Univariance analysis —— Age 7 Univariance analysis —— County 8 Univariance analysis —— Vote and Age 9 1 Correlation Analysis 2 Regression Analysis Correlation = 0.3134 The correlation between vote and age is positive and median The fitting equation is not significant. Univariance analysis —— Vote and Gender 10 1 Correlation Analysis 2 Chi-square test: vote and gender Correlation = 0.3134 The gender and vote is independent. The correlation between vote and gender is positive and median. Univariance analysis —— Vote and Contact 11 1 Correlation Analysis 2 Chi-square test: vote and contact Correlation = 0.1193 The correlation between vote and gender is positive and weak Univariance analysis —— Vote and County 12 1 Correlation Analysis 2 Regression Analysis Correlation = -0.15787 The correlation between vote and county is negative. Fitting equation: Vote = 0.7837 – 0.0026*County Conclusion 13 1 There is no significant association between gender and whether an individual vote or not. The gender and vote is not dependent and the correlation between vote and gender is positive and median 2 there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not. The correlation between vote and county is negative, the better the county’s develop, the more voters. THANKS Chapter 11: Managing Organizational Change and Crises Introduction In this ever-changing global economy, organizational change is inevitable Productively managing change by drawing on the strengths of an organization keeps them healthy a.

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“Change or die!” is thus the rallying cry among today’s managers worldwide. In a number of places in this book, we’ve discussed the changing nature of the workforce. Almost every organization must adjust to a multicultural environment, demographic 263264changes, immigration, and outsourcing. Technology is continually changing jobs and organizations. It is not hard to imagine the very idea of an office becoming an antiquated concept in the near future. The housing and financial sectors recently have experienced extraordinary economic shocks, leading to the elimination, bankruptcy, or acquisition of some of the best-known U.S. companies, including Bear Stearns, Merrill Lynch, Lehman Brothers, Countrywide Financial, Washington Mutual, and Ameriquest. Tens of thousands of jobs were lost and may never return. After years of declining numbers of bankruptcies, the global recession caused the bankruptcy of auto manufacturers General Motors and Chrysler, retailers Borders and Sharper Image, and myriad other organizations. Competition is changing. Competitors are as likely to come from across the ocean as from across town. Successful organizations will be fast on their feet, capable of developing new products rapidly and getting them to market quickly. In other words, they’ll be flexible and will require an equally flexible and responsive workforce. Increasingly, in the United States and Europe, the government regulates business practices, including executive pay. Social trends don’t remain static either. Consumers who are otherwise strangers now meet and share product information in chat rooms and blogs. Companies must continually adjust product and marketing strategies to be sensitive to changing social trends, as Liz Claiborne did when it sold off fashion brands (such as Ellen Tracy), de-emphasized large vendors such as Macy’s, streamlined operations, and cut staff. Consumers, employees, and organizational leaders are more sensitive to environmental concerns. “Green” practices are quickly becoming expected rather than optional. Not even globalization’s strongest proponents could have imagined how world politics would change in recent years. We’ve seen a major set of financial crises that have rocked global markets, a dramatic rise in the power and influence of China, and dramatic shakeups in government across the Arab world. Throughout the industrialized world, businesses—particularly in the banking and financial sectors—have come under new scrutiny.RESISTANCE TO CHANGE Our egos are fragile, and we often see change as threatening. One recent study showed that even when employees are shown data that suggest they need to change, they latch onto whatever data they can find that suggests they are okay and don’t need to change.1 Employees who have negative feelings about a change cope by not thinking about it, increasing their use of sick time, and quitting. All these reactions can sap the organization of vital energy when it is most needed.2 Resistance ...

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Chapter 15: Foundations of Organizational Structure What is Foundations of Organizational Structure?! (1 paragraph) 100wards Reply to the following answers: agree or not – would you like to add anything ? what do you thing ?! 50 to 100 wards each 1- There are a variety of foundations pertaining to the structure of an organization. There are six key elements that managers need to address when they design an organizational structure. 1.Work specialization - the degree to which tasks in the organization are subdivided into separate jobs. 2. Departmentalization - the basis by which jobs are grouped together. 3. The chain of command is the unbroken line of authority that extends from the top of the organization to the lowest, span of control, centralization/decentralization, and formalization. An organization’s internal structure contributes to explaining and predicting behavior and an organization’s structure reduces ambiguity for employees. 2- Chapter 15 focuses on how organizations are structured, especially where the control lies and the division of power. This is an important to a business because if a company isn't clear where the power lies, many issues can arise. This is especially apparent in a matrix structure, which one of the companies I have worked at has faced. They bring in teams that are permanently working together from different departments of the company. Sometimes it is easy to tell what should be reported to who, but there are times where there could be 3 different options that would all care about an issue, and have a different solution each. This has caused confusion and even fights at times, with some department heads getting upset that they weren't consulted for a decision that was made that affected their entire department. If a company can handle having a matrix structure, it can allow for resources to be spent much more efficiently, with greater communication across the board. However, if it's handled poorly, it can end up making projects much worse to deal with and put a damper on production. Chapter 16: Organizational Culture What is organization culture ?! (1 paragraph) 100wards Reply to the following answers: agree or not – would you like to add anything ? what do you thing ?! 50 to 100 wards each 1- Organizational culture is essential in the workplace. It is what distinguishes one business from another based on the views and beliefs held by its members. One of the most important jobs of any manager is creating an organizational culture that will support its employees and business processes. Many different characteristics are compose in organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. All of these must be evaluated and implemented according to what the business needs, or else the culture is bound to harm not help. Creating an organizational culture that provides for growth and development.

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