scholarly journals Organizational Structure, in the Context of Change Management and Performance of Companies Listed in Nairobi Securities Exchange in Kenya

2019 ◽  
Vol 9 (5) ◽  
Author(s):  
Aketch E. Ng’ong’a ◽  
Leon Awiti ◽  
Richard Imbambi
Keyword(s):  
Change Management ◽  
Organizational Structure ◽  
And Performance

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

scholarly journals The Impact of Change Management on the Efficiency of Organizations: An Applied Study on the DAL Dairy Factory - Sudan 2019 - 2020

2021 ◽  
Vol 12 (4) ◽  
pp. 1
Author(s):  
Malak S. Hussain
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Organizational Structure ◽  
Significant Relationship ◽  
Chi Square ◽  
Managing Change ◽  
Applied Study ◽  
Research Questions ◽  
The Impact ◽  
Scientific Hypotheses

Objectives: This study aims to know the effect of change in culture and technology on efficiency in Dairy Factory - Sudan, 2019-2020 and to know the views of managers on the impact of change management on efficiency, to identify the positive aspects that help in improving this efficiency as well as to identify the negatives Which limit the company's efficiency in this field, by answering the following research questions: - Is there an impact of changing culture and technology on increasing the efficiency of institutions? To answer these questions on which the problem is centered around, the following scientific hypotheses were put forward: - There is a statistically significant relationship between changing the organization's culture and increasing the efficiency of organizations, as well as the existence of a statistically significant relationship between changing technology in the organization and increasing the efficiency of organizations. Methods: The descriptive and analytical approach was used to describe the phenomenon under study, and the questionnaire was used to collect various data. The questionnaire was distributed to the sample members who numbered (55) employees to conduct the statistical analysis for this study, through the program used for the statistical analysis of social sciences, the hypotheses were tested by Median and chi-square. Finding: inflating the culture of the departments and divisions of the company, the stagnation and inflexibility of the society's culture, and the inadequacy of that culture to the requirements of work within the community, which led to an overlap in the powers and responsibilities? The most important recommendations: The necessity of changing the organizational structure to comply with the requirements of work, after carefully studying the internal and external environment, and for the change to take place based on the recommendations of specialists in administrative sciences. So that it is not random and does not lead to an inflation of the organizational structure without success. Value: The importance of the study stems from the fact that it addresses an important topic in business administration, which is managing change in organizations, which is the only way for these organizations to develop and continue to exist. It also studies the reality of change management in the DAL Dairy Factory - Sudan.

The Impact of Strategy And Structure On The Organizational Performance of Restaurant Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Eliza Ching-Yick Tse ◽  
Michael D. Olsen
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Organizational Performance ◽  
Positive Impact ◽  
Strategy Implementation ◽  
Management Literature ◽  
Primary Means ◽  
Restaurant Firms ◽  
And Performance ◽  
The Impact

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

The Integrated Value Model (IVM)

2021 ◽  
pp. 198-220
Author(s):  
Basil J. White ◽  
Beth Archibald Martin ◽  
Ryan J. Wold
Keyword(s):  
Decision Support ◽  
Public Sector ◽  
Strategic Planning ◽  
Change Management ◽  
Performance Measures ◽  
Business Practice ◽  
Strategic Communications ◽  
Public Sector Organization ◽  
And Performance ◽  
Value Model

The integrated value model (IVM) empowers analysis of the interdependent aspects of policies, plans, performance measures, priorities, and programs (P5). As organizations are holistic systems of processes and performance, knowing how P5 adds value becomes critical to success and achievement of internal goals and responses to external demands. Modeling these artifacts and mapping them to policies and practices allows analysts to measure the alignment to initiatives. The IVM supports efforts in strategic communications, change management, strategic planning, and decision support. Elements of P5 have explicit hierarchical and relational connections, but modeling the connections and developing logical inferences is an uncommon strategic business practice. This chapter describes how to use those goals to create a logical model for a public sector organization and how to use this model to identify, describe, and align business value. Further, this chapter demonstrates the model's capabilities and suggests future applications.

Implementing Corporate Distance Training Using Change Management, Strategic Planning and Project Management

2000 ◽  
pp. 39-51 ◽  
Author(s):  
Zane L. Berge ◽  
Donna L. Smith
Keyword(s):  
Distance Education ◽  
Project Management ◽  
Strategic Planning ◽  
Change Management ◽  
Cost Effective ◽  
Technology Enhanced Learning ◽  
Distance Training ◽  
Geographically Dispersed ◽  
Effective Manner ◽  
And Performance

As businesses expand to become more globally competitive, their needs grow to train geographically dispersed employees in a cost- effective manner. What must businesses do to implement distance education? An important role of the training and performance specialists in business is to help management solve complex problems within an organization. Still, distance education is usually not accomplished by a single group within an organization, nor through a single process. To change the way training is done, performance managers must use what is known about change management, strategic planning and project management in order to successfully implement technology-enhanced learning globally. One of the methods being used increasingly in the workplace is distance training.

Pro-innovation restructuring strategy: case study of a multipurpose public organization in health

2016 ◽  
Vol 9 (1) ◽  
pp. 62
Author(s):  
Patrícia Santos Cavalheiro Silva ◽  
Marcos Filgueiras Jorge ◽  
Branca Regina Cantisano dos Santos e Silva Riscado Terra ◽  
Jorge De Abreu Soares ◽  
João Alberto Neves dos Santos ◽  
...  
Keyword(s):  
Infectious Diseases ◽  
Organizational Structure ◽  
Organizational Innovation ◽  
Intangible Assets ◽  
Public Organizations ◽  
Before And After ◽  
Restructuring Strategy ◽  
Na Effect ◽  
And Performance

The aim of this article is to measure the effect on performance, of the innovation in the organizational structure of the laboratories for clinical research associated with healthcare in infectious diseases of the Evandro Chagas National Institute of Infectious Diseases (INI) at Fiocruz in 2007, na effect herein identified as representative of the corporate intangible assets resulting from such restructuring strategy. The method consists, first, in the analysis of the literature about the measurement of intangible assets and organizational innovation, the potential effects of organization�s structure in performance, and the assessment of multipurpose public organizations in health, as sources of the basic notion on relations between intangible assets, organizational structure and performance which is used in this research. Next, the empirical research involves: (a) characterizing the change in organizational structure of 8 INI laboratories; (b) quantifying variables on the use of consumer goods and specialized personnel and on the production of teaching, research and health care; (c) calculating indicators about the development of relative technical efficiency of INI laboratories in the period 2002-2014, through Data Envelopment Analysis (DEA); and (d) using these indicators to compare the performance of these laboratories before and after the organizational innovation associated with the adoption of the Innovative Structure in their restructuring. As a contribution to knowledge, opens up prospects of collaborative research in Administration, Accounting and Economics for the development of a metric for organizational innovation. As management contribution, confirms the association between restructuring of INI laboratories as Innovative Organizations and their improvement in performance. Although the case study method imposes limitations to the generalizability of these results, mainly because there are no sufficient multipurpose organizations that use this methodology in performance assessment, it brings evidence on the potential benefit of the entrepreneurial-oriented innovation for the expansion and improvement of multipurpose public organizations.

Northlands Ledger (A): Management Style, Strategy, and Performance

2017 ◽  
pp. 1-9
Author(s):  
Robert Dewar
Keyword(s):  
Change Management ◽  
Management Style ◽  
Class Discussion ◽  
Value Proposition ◽  
Structure Information ◽  
Clear Cut ◽  
New Strategy ◽  
Value Propositions ◽  
Key Dimensions ◽  
And Performance

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that “we deliver the paper reliably and give you the latest national and international news.” The value proposition to the advertisers is that “we print your ads accurately and runs them on time.” Both value propositions are outdated, and, even if they were what the customers wanted—which they are not—neither is executed well. The paper's key performance indicators—circulation, classified ads, and commercial advertising—are all in decline, despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management—a mix that may provoke an interesting class discussion.Provide a realistic example of leading and managing change with successful transformation of a previously failing company while simultaneously illustrating key dimensions of implementation of strategy.

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