ORGANIZATIONAL CHANGE- DIFFERENT APPROACHES

As organizations decide to expand on other markets, managers are facing with new problems and realities. If thirty years ago, companies afford to ignore the international business environment, today they need to think globally. This new dimension of international business was made possible by unprecedented growth of telecommunications, technology, transport and the existence of international standards. The article aims to analyze the main reasons for organizational change, in terms of contingency theory and strategic approach.organizational structure, contingency theory, strategic approach

Organizational Change and Vested Interests

The nature of organizational change and the value of headquarters is analyzed in a dynamic bargaining model. Organizational change can be either imposed, or voluntary and immediate, or voluntary and delayed. Headquarters derives it value from preventing surplus reducing endogenous commitments.dynamic bargaining game;headquarters;organizational change

IT, Organizational Change and Wages

In this paper we analyze the impact of information technology and organizational changes on wages using individual level data for 1998/1999. The average impact of IT use on wages turns out to be five to six percent, however, the effects differ across different IT components. Unless employees use IT at the workplace, they do not share in the gains from organizational changes in form of higher wages. Outsourcing additionally requires a high qualification of employees in order to result in positive wage effects. --Information technology,organizational change,wage equations

Organizational Change and Vested Interest

The nature of organizational change and the value of headquarters is derived from a model with costs of delay, vested interests and costs of organizational change.The value of headquarters is derived from imposed organizational change. It is viewed as an institution which is able to prevent surplus reducing endogenous commitment.Imposed organizational change is predicted in circumstances where the desired change is not urgent, the loss of accepting lower offers than in the past is above a certain level, and the costs of imposed change are lower than the costs of delay.Delay occurs and change will be voluntary in these circumstances when the situation is not perceived as urgent and costs of imposed change are high.Voluntary organizational change occurs immediately when the desired change is perceived to be urgent.Case studies are presented along these lines of thought.organizational change

Trade Liberalization and Organizational Change

We embed a simple incomplete-contracts model of organization design in a standard two-country perfectly-competitive trade model to examine how the liberalization of product and factor markets affects the ownership structure of firms. In our model, managers decide whether or not to integrate their firms, trading off the pecuniary benefits of coordinating production decisions with the private benefits of operating in their preferred ways. The price of output is a crucial determinant of this choice, since it affects the size of the pecuniary benefits. In particular, non-integration is chosen at “low” and “high” prices, while integration occurs at moderate prices. Organizational choices also depend on the terms of trade in supplier markets, which affect the division of surplus between managers. We obtain three main results. First, even when firms do not relocate across countries, the price changes triggered by liberalization of product markets can lead to significant organizational restructuring within countries. Second, the removal of barriers to factor mobility can lead to inefficient reorganization and adversely affect consumers. Third, “deep integration” the liberalization of both product and factor markets ­ leads to the convergence of organizational design across countries.Firms, Contracts, Globalization

Organizational Change

This chapter examines how organizational change principles may be applied to promote organizational greening and employee pro-environmental behaviour. Four key areas of change management are focused upon: organizational culture; leadership and change agents; employee engagement; and the differing forms that change may take. The role of each factor in supporting environmental change is discussed, together with relevant research evidence drawn from the corporate sustainability; WPEB; management and organizational change literatures. Socio-Technical Systems Thinking is offered as a guiding framework with which to approach the design and implementation of holistic organizational change. The chapter concludes by outlining a number of important research developments that are required to aid progression within this domain and key practical recommendations for enacting organizational change for environmental sustainability are offered

COMMUNICATIONAL APPROACH IN THE ORGANIZATIONAL CHANGE

The need for information and communication increases when organizations experience organizational changes. The paper examines the need of communication in terms of the professor Tichy`s theory of the technical, political and cultural systems of organizatichange, communication, organizational politics, organizational culture

Ambiguity and ambivalence: organizational change in government departments

The way in which workers and managers interpret change at work has been an important focus of interest for researchers. This interpretation may find them assimilating change as they listen to accounts from other workers experienced in the outcomes of such events. On the other hand, there may be a divergence among workers concerning the value and meaning to be ascribed to the change events. If this is the case, a culture of ambiguity may be said to exist, where the nature, degree and value of the cultural change are highly contested and remarkably unclear (McLoughlin et al;., 2005). Following Piderit (2000), this paper suggests this may explain the disparity between an individual’s expectancy of change and their response to it, and also that, individuals’ ambivalence may influence whether they accept change, adapt to it, or reject it out-of-hand, . We show how different dimensions of ambivalence in different individuals can lead not only to different responses to imposed change at work, but can also account for individuals coming to terms with the demands of change

Identity dynamics as a barrier to organizational change

This article seeks to explore the construction of group and professional identities in situations of organizational change. It considers empirical material drawn from a health demonstration project funded by the Scottish Executive Health Department, and uses insights from this project to discuss issues that arise from identity construction(s) and organizational change. In the course of the project studied here, a new organizational form was developed which involved a network arrangement with a voluntary sector organization and the employment of “lay-workers” in what had traditionally been a professional setting. Our analysis of the way actors made sense of their identities reveals that characterizations of both self and other became barriers to the change process. These identity dynamics were significant in determining the way people interpreted and responded to change within this project and which may relate to other change-oriented situations