The Effects of Organizational Change From NPOs to Social Enterprises on Organizational Performance

2017 ◽  
Vol 2017 (1) ◽  
pp. 16041
Author(s):  
Tzujung Wu ◽  
Yuhsun Chiu ◽  
Weichang Huang ◽  
Ing-Chung Huang
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Social Enterprises

Antecedents of Organizational Change and Its' Consequence towards Organizational Performance

2021 ◽  
Vol 9 (4) ◽  
pp. 261-272
Author(s):  
Lambas Marasi Tua LG ◽  
Kurniawati Kurniawati
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Design Method ◽  
Positive Influence ◽  
Equation Model ◽  
Cross Sectional

Objective - The research was conducted to identify the positive influence of transformational leadership and organizational commitment towards organization change and the influence of change on learning and its' implication onorganizational performance. Methodology/Technique - The research design method is a hypothesis-testing approach. Units of research analysis areemployees of BUKU 3 and BUKU 4 Banks in Jakarta who have a supervisory function. The study data is cross-sectional obtained in a specified time period. Data was obtained through distributing online questionnaires containing statements to be responded with a minimum of 365 respondents required. Structural Equation Model was used to test the model of the research and AMOS software is used for data processing. Finding - The major finding of the research is that transformational leadership is not directly related to positive performance of the organization but more on how transformational leaders are able to manage organizational change that in the end will have a positive impact on organization performance.Organizational change also perceived has no positive impact on learning and learning also has no direct and mediating impact on positive organizational performance. Novelty - Type of Paper - Keywords: Change; Leadership; Organizational Commitment; Organizational Change; Organizational Learning; Organizational Performance.

Readiness for Agriculture Companies Effectiveness Begin With Employee Motivation

2019 ◽  
pp. 1549-1562
Author(s):  
Ibrahim Oba ◽  
Diana Andreea Mândricel
Keyword(s):  
Organizational Change ◽  
Human Resources ◽  
Organizational Performance ◽  
Human Factor ◽  
Employee Motivation ◽  
Passive State ◽  
Private Companies ◽  
Management Of Change ◽  
Implementing Change ◽  
Motivation Strategies

The main aim of this article is to contribute to the understanding of the organizational change and the effect of the human factor within the management of change in nigerian agriculture companies. The method approached considers an investigative study to identify the main directions of the manifestation of organizational performance among private companies to identify and motivate employees' contribution to organizational performance. The results reveal that the best motivation strategies remain those that take into account employees' motivation and satisfaction levels and determine their degree of involvement. Finally, these findings are relevant for the transformation of human resources from a passive state to an active one in producing and implementing change.

Leading Change With Intelligence: The Power of Diagnosis in Creating Organizational Renewal

2020 ◽  
Vol 56 (4) ◽  
pp. 420-436
Author(s):  
Celeste A. Coruzzi
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Essential Role ◽  
Open Systems ◽  
Leading Change ◽  
Organizational Renewal ◽  
Technology Adaptation ◽  
Depth Study ◽  
Systems View ◽  
Growth Technology

The success of any organizational change effort relies first and foremost on expert diagnosis—the ability to gain intelligence about the system you are trying to change. The Burke–Litwin Model of Organizational Performance and Change, as developed by W. Warner Burke and George H. Litwin, represents one of a critical body of work contributing to the efficacy of leadership and its essential role in both diagnosing and managing organizational change from a holistic, open-systems view. An in-depth study of the model in practice is presented in the case of Electric Boat during a time of significant growth, technology adaptation, and demographic/attitudinal shifts in the workplace.

Power-Maps for Organizational Change: Foucault's Archaeology as a Hypothetical Model for Mapping Strategies of Power and Resistance

2003 ◽  
Vol 02 (01) ◽  
pp. 47-52
Author(s):  
Constance Chay-Németh
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Organizational Knowledge ◽  
Hypothetical Model ◽  
Organizational Power ◽  
Power And Resistance ◽  
Power Maps ◽  
Archaeology Of Knowledge

This paper explores techniques for maximizing organizational performance via the mapping of organizational knowledge and strategies of power. It explores the nexus between knowledge and strategies of power, envisioning knowledge as a practice of power embodied in organizational discourses. In order to trace organizational power-maps, Foucault's Archaeology of Knowledge is adopted as a hypothetical model for mapping strategies of power and resistance embedded in organizational knowledge. It is hoped that this knowledge of how power and resistance operate will enable organizations to position and plan policies when organizational change and restructuring are desired. The essay provides guidelines on how to conduct Archaeology and concludes by suggesting potential ways in which Archaeology may be applied by organizations.

scholarly journals DAMPAK PERUBAHAN ORGANISASI PEMERINTAH TERHADAP KOMUNIKASI ORGANISASI

2021 ◽  
Vol 4 (2) ◽  
pp. 217
Author(s):  
Bayu Amengku Praja
Keyword(s):  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Organizational Communication ◽  
Work Activities ◽  
Research Technology ◽  
Education Change ◽  
Higher Education Change ◽  
The Impact

This study aims to see the impact of organizational change on communication organization, organizational climate, and organizational commitment on organizational perfomance within the Ministry Research Technology and Higher Education. Change of organization can have an impact on communication organization. This research uses research methods qualitative and post-positivist approaches. Respondent research as many as eleven sources consisting of eight resources persons are Kemenristekdikti employees and three sources outside of stakeholders. There is also a vision and mission from Kemenristekdikti as a reference for various work activities. As a consequence of the elaboration of this vision and mission, required planning and implementation of strategic steps a structured and measurable incorporation of Kemenristekdikti. In this case organizational communication is an aspect important in organizational change to produce a good working relationship with fellow employees. Because organizational communication can form a climate organizational communication, which will have an impact towards organizational commitment that also delivers impact on organizational performance.

Readiness for Agriculture Companies Effectiveness Begin with Employee Motivation

2018 ◽  
Vol 9 (4) ◽  
pp. 24-36
Author(s):  
Ibrahim Oba ◽  
Diana Andreea Mândricel
Keyword(s):  
Organizational Change ◽  
Human Resources ◽  
Organizational Performance ◽  
Human Factor ◽  
Employee Motivation ◽  
Passive State ◽  
Private Companies ◽  
Management Of Change ◽  
Implementing Change ◽  
Motivation Strategies

The main aim of this article is to contribute to the understanding of the organizational change and the effect of the human factor within the management of change in nigerian agriculture companies. The method approached considers an investigative study to identify the main directions of the manifestation of organizational performance among private companies to identify and motivate employees' contribution to organizational performance. The results reveal that the best motivation strategies remain those that take into account employees' motivation and satisfaction levels and determine their degree of involvement. Finally, these findings are relevant for the transformation of human resources from a passive state to an active one in producing and implementing change.

High Involvement Ergonomics and Total Quality Management: A Comparison and Evaluation

1997 ◽  
Vol 41 (2) ◽  
pp. 729-733 ◽  
Author(s):  
Ogden Brown
Keyword(s):  
Organizational Change ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Organizational Design ◽  
Total Quality ◽  
Work Systems ◽  
High Involvement ◽  
Similarities And Differences

Two different approaches to work systems and organizational design are presented: high involvement ergonomics and total quality management. Both espouse worker involvement and organizational change. Similarities and differences between these programs are discussed, an evaluation is made of both approaches, and the conclusion is reached that both may lead to improved organizational performance when work systems and organizations are designed which integrate appropriate features from both approaches.

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