Organisation and change - developing an understanding of an organisation and its constituent elements in order to implement change

Article Abstract:

Organizational change requires a thorough understanding of the elements that constitute the organization and the skills inherent in the corporate structure. The composition of an organization is based on such factors as the authority structure, the standing groups, and the cultural setting. Other factors include the network of informal relationships, the structures of power, and the skills and experiences acquired through periods of time from long-term employees of the company. Among the tools for implementing organizational change are complex analysis, reinforcement-through-reward systems, and the reduction or replacement of staff in a particular company.

Organizational effectiveness

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Managing for a change - the strategic route to making organisational change sustainable

Article Abstract:

Organizations can ensure the sustainability of organizational change by strategically planning for change. The characteristics of managers who have the ability to create sustainable change include having an understanding of the business environment, knowing which approach to take toward change, and having an understanding of their organization's complexities. The four types of change are crisis management, fine tuning, transformation, and organizational development. The factors that affect the change process include the degree of change and the speed of change over periods of time.

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Scotland towards 1992: integration or isolation?

Article Abstract:

Studies by Market Research Scotland and Peat Marwick McLintock indicate that while Scottish managers are aware of the imminent single European market in 1992, few have directed efforts to cope with expected changes. To gain positive benefits from the single market, it is important for Scottish firms to alter strategic plans by taking actions such as developing export policies which are linked to European Community (EC) strategies, developing new strategic alliances with EC partners, and retaining independent decision making within Scotland.

Research, Analysis, Economic aspects, International trade, Scotland, Corporations, Single European market, Corporations, Scottish, Peat Marwick McLintock, Market Research Scotland

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