COMMERCE 1BA3 Chapter Notes - Chapter 16: Learning Organization, Organizational Learning, Knowledge Acquisition
12 Oct 2016
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Developing flatter structures that are more responsive to competitive demands. Low productivity, conflict, strikes, sabotage, high absenteeism, and turnover. Organizations in a dynamic environment show more change to be effective than those operating in a more stable environment. Most ceos saw their organizations as being poor at executing change. Project leaders are responsible for changes that have 41% success rate and 15% were complete failures. Depends on the analysis of internal and external forces signalling a change. Goals and strategies. e. g: expansion, new products, new markets, etc. Technology. e. g: online portal access, flexible manufacturing, etc. Job design. e. g: job variety, autonomy, identity, significance, feedback, etc. Structure. e. g: functional to a product form, formalization, centralization, tallness/flatness, spans of control, networking, rules, policies, procedures, etc. Processes. e. g: concurrent vs. sequential process stages, etc. People. e. g: revised hiring process, new blood, etc. A change in one area very often calls for changes in others.
