By Colin Carnall
Dealing with switch in Organisationsprovides a realistic and thorough review of the way powerful switch will be accomplished in businesses. The textual content is perfect for complicated undergraduates, MBA and postgraduate scholars on classes in coping with switch and organisational swap. Colin Carnall takes a strategic strategy, outlining information and strategies for making plans and imposing, comparing and studying from significant organizational swap. Reviewing conventional and newer serious theories, he additionally offers types and frameworks for swap which are apt for the complicated and fast-moving demanding situations of latest enterprises.
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Additional info for Managing Change in Organizations, 5th Edition
This reconciliation implies good working relationships between project and functional management which may, in practice, be difficult to establish. qxd 3/30/07 4:09 PM Page 16 Chapter 2 ■ Organization structures: choice and leadership The federal structure This structure carries the decentralization of the divisional structure a stage further. The group establishes strategic business units for each product market and controls them from the centre without an intervening divisional structure. This reflects the fact that, in practice, further growth often means that divisions operate more than one unit, firm or plant.
5 By establishing relatively independent subunits within an organization, where middle management are held responsible for operations, delegation can result in improved controls and performance measurements. Accountability can be identified. Decisions on the level of centralization and decentralization are neither simple nor final. They depend on the circumstances and may need reviewing as circumstances change. Criteria to be considered over and above the points made above are as follows: ■ The objectives, strategy and technology of the organization.
G. profit sharing Individual pay geared to job evaluation Individual pay linked to skills, performance In downturn, cuts concentrated on hourly payroll ‘Equality of contribution’ among employee groups Equity of commitment and result 5 Employment assurances Employees regarded as variable costs Assurances that participation will not result in job loss. Extra effort to avoid redundancies High commitment to avoid or assist in reemployment. Priority for training and retaining existing workforce 6 Open-door’ policies Employees views allowed on relatively narrow agenda.
Managing Change in Organizations, 5th Edition by Colin Carnall