Strategic Change in Government Based on Organization Hierarchy Essay

strategic Change in Government Based on Organization power structureThe literature supports the position that there should be a relationship betwixt the structure and organization transmit. This study was undertaken to determine how different organization roles, hierarchy, and sizes impinge on planned strategic metamorphose. A survey instrument was administered to top national government agency charterership to assess metamorphose in their organization. The use is to draw common relationships between organization multifariousness and specific categories or sizes of organizations. Role of ChangeBusiness strategy and structure have unendingly been related. Organizational change involves innovation, process improvement, and organisational redesign (Galbraith and Lawler, 1993). They also renowned that the hierarchical structure is related to changes in speed, quality and productivity. In fresh years, the pace of change has accelerated so drastically that most organisational structures and management principles have no hope of adjusting or adapting (Hammer and Champy, 1993). Todays changes are discontinuous and happening at a geometric rate. Organizations must(prenominal)(prenominal) be sufficiently agile to be instantly reconfigurable to meet unsandedborn demands (Tetenbaum, 1998). Change efforts involve attempting to reduce discrepancies between the real and the ideal (Hersey and Blanchard, 1993). The change could be a for the jump metre frame change that occurs in a stable system that itself remains unchanged. It could be a second effectuate change when fundamental properties of the system are changed such as the return of communism (Hersey and Blanchard, 1993). Evolutionary changes are gradual and tend to be first order while revolutionary changes are second order. Both of these events could be driving the changes described in this study. Some changes are limited and incremental in nature. strategical, system wide changes implemented und er crisis conditions are super risky. Nadler and Tushman (1990) found that all strategic organisational changes initiated under crisis conditions with short prison term constraints were by far the riskiest. Such changes usually require a change in core values. Some youthful trends that have generally cut to significant changes in corporate culture are reengineering, shift to flat forms of organizing, total quality management (Daft, 1998). These should not negate the i... ...tudy in TQM, leadership, and organizational culture in a government agency. Public Administration Review, 56 227-236.Scott, W. R. (1998). Organizations rational, natural, and open systems (4th ed.). San Francisco Chandler Publishing.Scott, W. R. 1998. Organizations rational, natural, and open systems (4th ed.). San Francisco Chandler Publishing.Seidman, H. (1998). Politics, position, and power The dynamics of federal organization (5th ed.). youthful York Oxford University Press.Seidman, H. (1998). Politic s, position, and power The dynamics of federal organization (5th ed.). refreshing York Oxford University Press.Senge, P. 1990. The fifth discipline. new(a) York, NY Doubleday.Tetenbaum, T. J. (spring 1998). Shifting Paradigms From peeledton to chasos. Organizatinal Dynamics, pp. 21-33.Tushman, M. L., & Romanelli, E. 1985. Organization evolution A metamorphosis ensample of convergence and reorientation. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior, 7. Greenwich, CT JAI Press.United States government manual 2000. Office of the Federal Register interior(a) Archives and Records Administration. Washington, DC U.S. Government Printing Office. Strategic Change in Government Based on Organization hierarchy Essay Strategic Change in Government Based on Organization HierarchyThe literature supports the position that there should be a relationship between the structure and organization change. This study was undertaken to determine how differe nt organization roles, hierarchy, and sizes involve planned strategic change. A survey instrument was administered to top federal government agency leadership to assess change in their organization. The intention is to draw common relationships between organization change and specific categories or sizes of organizations. Role of ChangeBusiness strategy and structure have forever and a day been related. Organizational change involves innovation, process improvement, and organizational redesign (Galbraith and Lawler, 1993). They also note that the hierarchical structure is related to changes in speed, quality and productivity. In recent years, the pace of change has accelerated so drastically that most organizational structures and management principles have no hope of adjusting or adapting (Hammer and Champy, 1993). Todays changes are discontinuous and happening at a geometric rate. Organizations must be sufficiently agile to be instantly reconfigurable to meet new demands (Teten baum, 1998). Change efforts involve attempting to reduce discrepancies between the real and the ideal (Hersey and Blanchard, 1993). The change could be a first order change that occurs in a stable system that itself remains unchanged. It could be a second order change when fundamental properties of the system are changed such as the take up of communism (Hersey and Blanchard, 1993). Evolutionary changes are gradual and tend to be first order while revolutionary changes are second order. Both of these events could be driving the changes described in this study. Some changes are limited and incremental in nature. Strategic, system wide changes implemented under crisis conditions are passing risky. Nadler and Tushman (1990) found that all strategic organizational changes initiated under crisis conditions with short time constraints were by far the riskiest. Such changes usually require a change in core values. Some recent trends that have generally lead to significant changes in corp orate culture are reengineering, shift to plain forms of organizing, total quality management (Daft, 1998). These should not negate the i... ...tudy in TQM, leadership, and organizational culture in a government agency. Public Administration Review, 56 227-236.Scott, W. R. (1998). Organizations rational, natural, and open systems (4th ed.). San Francisco Chandler Publishing.Scott, W. R. 1998. Organizations rational, natural, and open systems (4th ed.). San Francisco Chandler Publishing.Seidman, H. (1998). Politics, position, and power The dynamics of federal organization (5th ed.). New York Oxford University Press.Seidman, H. (1998). Politics, position, and power The dynamics of federal organization (5th ed.). New York Oxford University Press.Senge, P. 1990. The fifth discipline. New York, NY Doubleday.Tetenbaum, T. J. (spring 1998). Shifting Paradigms From Newton to chasos. Organizatinal Dynamics, pp. 21-33.Tushman, M. L., & Romanelli, E. 1985. Organization evolution A metamorpho sis ride of convergence and reorientation. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior, 7. Greenwich, CT JAI Press.United States government manual 2000. Office of the Federal Register interior(a) Archives and Records Administration. Washington, DC U.S. Government Printing Office.