There are different types of challenges for the modern day organizations. Adopting new innovation and globalization trends is the crucial factor for the organizational development. The three major trends that are shaping change and are the challenging factors for all types of organizations for the purpose of survival and growth.
These are the challenging factors for all types of organizations for the purpose of survival and growth.
In your point of view, to what extent commercial organizations in Pakistan have been able to adopt these major trends and what positive or negative impact it may create for an organization?
i already post this GDB in Group .
Please Discuss here about this GDB.Thanks
Our main purpose here discussion not just Solution
We are here with you hands in hands to facilitate your learning and do not appreciate the idea of copying or replicating solutions.
1st of all tell about three of challenges\
then commercial working , popular organization use them
then tell the prons and then cons
no one is there to discuss?
sadaf i think only I and u have this subject
where is taraq bhai
sadaf do you start working on this
what do u think how write about this?
A.A men bi aap logon ke sath hon hum teeno mill kr work krty krten hen i think lect. no 1 ko study kren to jawab mill jy ga.
The Growth and Relevance of OD:
Organizations must adapt to increasingly Organization Development –
complex and uncertain technological, economic, political, and cultural changes. The rapidly changing conditions of the past few years have shown that the organizations are in the midst of unprecedented uncertainty and chaos, and nothing short of a management revolution will save them. Three major trends are shaping change in organizations: globalization, information technology, and managerial innovation.
is changing the markets and environments in which organizations operate as
the way they function. New governments, new leadership, new markets, and new countries are emerging and creating a new global economy. The toppling of the Berlin Wall symbolized and energized the reunification of Germany: entrepreneurs appeared in Russia, the Balkans, and Siberia as the former Soviet Union evolves, in fits and starts, into separate, market-oriented states; and China emerged as an open market and as the governance mechanism over Hong Kong to represent a powerful shift in global economic influence.
Second: information technology
is redefining the traditional business model by changing how work is performed, how knowledge is used, and how the cost of doing business is calculated. The
way an organization collects, stores, manipulates, uses, and transmits information can lower costs or increase the value and quality of products and services. Information technology, for example, is at the heart of emerging e-commerce strategies and organizations. Amazon.com, E-Trade, are among many recent entrants to the information economy, and the amount of business being
conducted on the Internet is projected to grow at double-digit rates for well over ten years. Moreover, the underlying rate of innovation is not expected to decline. Electronic data interchange, a state-of-the-art technology application a few years ago, is now considered routine business practice. The ability to move information easily and inexpensively throughout and
among organizations has fueled the downsizing, delayering, and restructuring of firms. The Internet and the World Wide Web have enabled a new form of work known as telecommuting; organization members can work from their homes or cars without ever going to the office. Finally, information technology is changing how knowledge is used. Information that is widely shared reduces the concentration of power at the top of the organization. Organization members now share the same key information that senior managers once used to control decision making.
Ultimately, information technology will generate new business models in which communication and information sharing is nearly free.
Third: managerial innovation has responded to the globalization and information technology trends and has accelerated their impact on organizations. New organizational forms, such as networks, strategic alliances, and virtual corporations, provide organizations with new ways of thinking about how to manufacture goods and deliver services. The strategic alliance, for example, has emerged as one of the indispensable tools in strategy implementation. No single organization, not even IBM, Mitsubishi, or General Electric, can control the environmental and
market uncertainty it faces. Sun Microsystems’ network is so complex that some products it sells are never touched by a Sun employee. In addition, new methods of change, such as downsizing and reengineering, have radically reduced the size of organizations and increased their flexibility, and new large-group interventions, such as the search conference and open space, have increased
the speed with which organizational change can take place. Managers, OD practitioners, and researchers argue that these forces not only are powerful in their own right but are interrelated.
Their interaction makes for a highly uncertain and chaotic environment for all kinds of organizations, including manufacturing and service firms and those in the public and private sector. There is no question that these forces are profoundly affecting organizations. Fortunately, a growing number of organizations are undertaking the kinds of organizational changes needed to survive and prosper in today’s environment. They are making themselves more streamlined and nimble and more responsive to external demands. They are involving employees in key decisions and paying for performance rather than for time. They are taking the initiative in
innovating and managing change, rather than simply responding to what has already happened.
mahnoor dear ye sab to Handouts men hy koi idea den plz.