ORGANISATION THEORY

The study of different approaches to organisation and management and the development of organisation theory have no practical relevance for today's managers

The study of different approaches to organisation and management and the development of organisation theory have no practical relevance for today's managers

Often when undertaking change means in administration we purpose on the method, the venture management.  Usually when change bungles, it bungles because we have not taken into account the consequence change has on the separate people afraid from a psychological perspective.

When you are examining or chatting to other people about change consider the three valued command rules:

Rule #1 - People are divergent

Rule #2 - People are divergent

Rule #3 - population are divergent

Each someone will counter in their sole way.

 Where 20% will be optimistic and supportive of the recommended change, 20% will refuse the change out of hand, and we need to worth with the 60%.  In most administration we spend our time with the 'bottom' 20% - well they will sap the time and vitality from you - so chose your approach carefully! Of course this is only crude lead of thumb and not systematic in any way - but a good hypothesis to start from. Any change intervention wants to be belongs to at the apex but realized in an advantageous way right through the governing body - later apex down, other times foundation up, is relying on the structure and surviving society of the organisation. In some compositions you will use verticals or horizontals to bring ahead the communication effectively.

As population we study habits. Habits are formed when we do repetitive duties, they are formed to help us make do with the large type of written knowledge (information) submitted to us on a once a day basis.  It is too much to make do with at an aware level. Any change organisation intervention need to take this into account.

To make do with the type over time us configuration habits. This behaviour may be straightforward regular actions like the rank we get clad in the mornings, the first small number minutes in the work position - coffee, tea etc. It may even be the rank in which we chat to people.  When this structure or rank is modified - it consequences us in more ways. It is often the straightforward modifications to regular actions like this that source separate people them most problems.  It is not the item that an office desk may be now looking at a divergent main purpose or on another floor in the erected structure that is the subject - it is the smash in the pattern that has been enforced on an individual.  It is the little things that take time to resolve. 

As human beings we can often deal with the very large modifications without difficulty - it is the little things that source us more difficulty! 

When change is 'imposed' on population, that is they sense they have little ownership in the determination, ...