Contemporary Management issues

Topics: Management, Organizational studies, Organizational culture Pages: 11 (4019 words) Published: November 17, 2013
Introduction
Understanding the need to develop organisation behaviour within organisations seems like something of a taboo subject until you understand the depth of the subject. If we view the organisation as an iceberg, above the water one can see goals, structure, Rules, technology and procedures. But under the water, the part of the organisation that is unseen there are values, feelings, attitudes, perception, group norms, informal interactions, belifs and assumption.

Fig 1.1The organisational Iceberg model
For the organisation, anything above the water can been seen and therefore can be controlled however anything below the water is very difficult to see and therefore difficult to control. If a ship were about to hit the iceberg it would be able to avoid what it can see above the water but what lies below is what will cause damage to the ship. This creates a good basis for the importance of organisational behaviour and the development of culture within the organisation for operational efficiency and improved performance. This essay will further explore the importance of power, culture, and change within the organisation and the affects it can have on performance and the affects of individual group behaviour in the work environment.

The effects of change, power and culture within organisations The modern business environment is a fast paced and fickle environment. For organisations to remain competitive and challenge there competitor it is important for them to embrace the continuous changes of technology, climate, economy, values, environment, government and competition while remaining focused on the organisations mission and goals. “Given that the world is constantly changing and the speed at which these changes occur is very fast, it's vital that organizations understand the necessity and opportunity of change, before their results or performance start to decrease.” (Nadina, R 2011) Looking at the motives for change, you can see that the issues that are surrounding the organisation and driving changes are external factors which need to be addressed from within the organisation. But managing change within an organisation is incredibly difficult due to many varying characters and personalities of individuals within the organisation. Uncertainty, frustration and fear are common reactions to change. It is therefore understandable that people often adapt a defensive and negative attitude. (Mullins, LJ 2007) Change needs to be met on an individual, group, Organisational, society, national, international and global levels. This will enable the business the information to make adjusted and well informed decisions on how best to move the organisation’s targets to achieve their objectives. In order for change to be successful these factors need to be studied, monitored and controlled. The underlying factor for an organisation to be successful is that change is inevitable and necessary to meet the demands of the macro environment. However not all organisations and individuals respond well to changes in the environment they have become accustomed to. The depth of this statement does not carry any great weight until you understand that the success rates of deliberate change aren't high; 67 percent of total quality management initiatives end with no results after two years. (McLachlan, PA 2002) Perhaps the reason for this is the failure to respond quickly enough to the demanding changes of Macro environment or a failure to recognize the needs of the individual within the organization. Dr Spencer Johnson looks at the differing behaviours of his characters in the short story, “Who moved my cheese?” (Johnson, S 1998) The story introduces four characters with four different personalities and how they deal with change from personalities that just accept change and move on, to people who watch out for change so they can adjust when required. Or people who are resistant to change and waste their time trying to work out why...

References: Organisational Iceberg 2012, http://dis.shef.ac.uk/teaching/iceberg.jpg (Accessed on 14-11-2012)
Edgren, T 1990, taken from Management decision making, towards an integrative approach, pp 112, Prentice hall, Harlow
Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2 (2005), pp 257 – 264, Taylor & Francis
Furnam, A 1997, the psychology of behavior at work, pp 555 Psychology press, Hove East Sussex
http://www.library.hbs.edu/hc/hawthorne/anewvision.html#e (accessed on 21-10-2012)
McLachlan, PA 2002, 'Change Leadership Today ', T+D, 56, 11, p
Mullins LJ. 2007, Management and organisational behaviour, pp564, Prentice Hall, Harlow
Mullins, LJ 2007, Management and Organisational Behaviour, pp742 Prentice Hall, Harlow.
Tuckman, B 1965, Forming storming norming performing http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm. (Accessed on 16-10-2012)
Bibliography
Organisational Iceberg 2012, http://dis.shef.ac.uk/teaching/iceberg.jpg (Accessed on 14-11-2012)
Edgren, T 1990, taken from Management decision making, towards an integrative approach, pp 112, Prentice hall, Harlow
Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2 (2005), pp 257 – 264, Taylor & Francis
Furnam, A 1997, the psychology of behavior at work, pp 555 Psychology press, Hove East Sussex
http://www.library.hbs.edu/hc/hawthorne/anewvision.html#e (accessed on 21-10-2012)
McLachlan, PA 2002, 'Change Leadership Today ', T+D, 56, 11, p
Mullins LJ. 2007, Management and organisational behaviour, pp564, Prentice Hall, Harlow
Mullins, LJ 2007, Management and Organisational Behaviour, pp742 Prentice Hall, Harlow.
Tuckman, B 1965, http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm. (Accessed on 16-10-2012)
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