How Managerial Changes Influence Organisational Behaviour Issues Research Paper

How Managerial Changes exercise Organisational Behaviour Issues - Research Paper ExampleOne of the main obstacles to the smooth implementation of the change focusing process is the lack of awareness of the context of change by the workmen and unions. While the top management squad is aware of the context in which these changes are being talked about, the workmen and unions are not well informed in this respect. A change seeking management has to overcome the stresses to which the system and the heap have to put up with. Leadership is, therefore, infallible to create the necessary confidence to overcome the stresses and challenges in the change process. A successful leadership has to bind open the channels of communications within the organization and with the outside world. The leader must recognize dictum and power system changes in the attitudes, behaviors, and interpersonal relationship of people (Tennenbam, 1999, p.177). As such organization problems faeces be overcome b y four factors, namely, structural, technical, task and people. However, the capacity of individuals and groups in some organizations are underestimated. This is receivable to a variety of causes emerging from the organization structure, procedures and the traditions of a group of people working within the organization. sympathetic Resource way is, perhaps, the oldest and most widely researched subject in management. Yet, as technologies change, cultural diversities occur and peoples expectations undergo fundamental shifts towards newer and newer dimensions. For instance, professionals are gaining more say in the running of organizations. Even where governance is by people who own the majority stakes, their own positions and the respect they command are contingent upon their competence rather than ownership. Management is the art of getting things done through other people. Management is the dynamic, life-giving element in either business. Without it, the resources of production remain resources and never become production. (Hersey & Blanchard, 2002, p.211)