1. Lecture # 30

2. -Context of Management theories – Theorist followed in post world war II era – organizational efficiency model of Fredrick Taylor – with closed system approach, narrowly focussing control-oriented organizations with -Complex structure and simple, -Monotonous, routine tasks while -Ignoring environmental dynamics - Mechanistic approach which dehumanised the work and organization But today’s environment is different as worker/employee and consumer is flexible in its behavioural (or choice)

3. Attributes of SOC Strategic organizational change will be referred to as a flexible strategic planning process as opposed to a static form of strategic planning. Mintzberg talked of intended strategy ---- realised emergent (unintended0 ---- unrealised Because organizational change has become an integral part of the planning and formulation of organizational strategies, while the classical strategic planning model just presented where planning came before formulation (in isolation) does not apply anymore. It can therefore be suggested that strategic organizational change encompass ongoing initiatives that are directed from the top to the bottom of the organization and has a profound effect on the depth of the change effort. From the above perspectives imply that SOCs could involve organizational transformations from mass production to lean production, the adoption of advance manufacturing technologies and the implementation of total quality management systems. (since demand or consumer behaviour changes frequently) SOC can be reactive or proactive can be directed, intended or continuous, discontinuous, consequential and unconsciously creeping in organization

4. Sources of change Strategic organizational change can emanate from two different sources: change can either originate from the external environment such as changes in competitors’ actions, government regulations, economic conditions and technological advances. Example of government – to de-regulate or privatize industry Trade liberalization – e.g. of import substitution to zero tariff regime Organizations … take inputs from the environment (e.g. suppliers), transforms some of these inputs, and send them back into the environment as outputs ( e.g. products) (Johns, 1983). Change can also originate from within an organization. These changes could be new corporate vision and mission, the purchase of new technology, mergers and acquisitions and the decline in the morale of the company. Consequently, among the most common and influential forces of organizational change are the emergence of new competitors, innovations in technology, new company leadership, and evolving attitudes towards work

5. Implications for Management -Rise of uncertainty as was during Taylor's (1911) time –recourse to scientific management – i.e. one best way to do things and efficiency based routines -But now suggested –of equi-finality, cultural way of doing and decentralized structure -So for managers to work in teams and learning multi-disciplinary skills – to become generalist and functional specialist as well -Contingency planning and adaptive capacity organization should have. Suggested some key management change variables should include goals and strategies, technologies, job design, organizational structure and people (Johns, 1983) -Other focussed on the intervention strategies that managers (org) must know and apply.