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change management in power distribtion

change management in power distribtion

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Published by Ankur Pathak

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Published by: Ankur Pathak on Sep 30, 2009
Copyright:Attribution Non-commercial

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11/12/2012

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83
EmergingDevelopments
 
 
84
 
Change Managementin Power Distribution
Managing change is probably the single most important issue for those whoare entrusted with the responsibility to manage organisations. In the past fewyears, we have witnessed rapid technological changes and increased globalcompetition caused by liberalisation and deregulation. These developmentshave placed greater demands on organisations, which now have to be evenmore flexible, responsive and efficient. Organisations, big and small, the worldover face the inevitable prospect of change, which takes many forms andinvolves simultaneously managing resources, processes and emotions. Forthese reasons, managing change in the contemporary world is a complicatedand challenging task. There are several management theories, models andtools but intense competition forces organisations to find ever new ways ofgrappling with the rapid rate of change. Restructuring is one of the successfulways of meeting such demands imposed by rapid change. The currentrestructuring models all over the world are manifesting in the form of mergersand acquisitions.Organisations are economic and social entities in which a number of personsperform multifarious tasks in order to attain common goals. Organisations alsoact as effective instruments and help individuals in accomplishing theirpersonal objectives which cannot be achieved by the individual alone. In thisunit, you will learn about emerging trends in the organisations and changes intheir structures.In the emerging world order, four key organisational trends are visible:
Globalisation
,
diversity
,
flatness
and
networking
.
Globalisation
Manifested in 
Increasingly globalised sales, manufacturing, research, management.
Movement from direct exports to having sales offices in differentcountries spread across the globe.
Increasingly globalised labour market.
Due to 
Reduced cost and improved quality of international transportation andcommunication.
Search for unsaturated markets.
Exploit regional cost and expertise differences.
8.1 INTRODUCTION8.2 TWENTY-FIRST CENTURY ORGANISATIONALTRENDS
 
 
 
85
EmergingDevelopments
Diversity
Manifested in 
Workforce getting more heterogeneous in gender, race, culture,language, etc.
Due to 
Differentiated customer needs – fulfilling them is a source ofcompetitive advantage.
Increasing access of workplace to diverse populations.
Increased pace of change in technology and markets.
Diversity in organisations is a source of both innovation andconflict/communication problem. Managers in such organisations needto cope with different styles of interaction, presentation, dress, physicalappearance, etc.
Flatness
Manifested in 
Fewer levels of management.
Empowerment of workers for making decisions.
Fewer differences in responsibility (not in pay) across levels.
Due to 
Need for quick decision making.
Development in information technology.
Globalisation which forces intensified competition and increases theneed to cut costs.
Networking
Manifested in 
 
Direct communication across unit and firm boundaries, ignoring chainof command.
Cross-unit team structures.
Outsourcing and downsizing.
Strategic alliances with competitors, customers and collaborators all atthe same time.
Close coordination among firms (e.g., JIT systems) and informationsharing (open computer systems).
Across the board contact with customers, not just official boundaryspanners.
Customisation.
Decentralisation.

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