Managing Change Within an Organization - Essay Example

Should Managers Aim To Set Satisfying or Optimizing Objectives For An Organization' Managers work solely for the different functions within the various departments and it is up to these people as to how they execute their undertakings and measures on a regular basis. The basic purpose is to bring the whole list of activities and tasks of the organization on a common platform, a place from where the top management is better able to draft its policies and eventually execute the manner in which these policies are basically run after the decisions are made on those very aspects of consideration. In line with the proposition as to whether these managers discern ways of enacting responses from the relevant quarters when it comes to products, services and their related operations, we see that their role is immense and they have to bring about activities right from scratch. In other words, they are the actual fathers of different processes and activities which are going on within an organization and with which there are a lot of hopes and wishes attached. The whole idea of extracting the benefits and achieving the laid objectives rests on their shoulders and this is indeed a very significant proposition on their part, all said and done. They bring with them a whole list of different undertakings and steps, though accountable at many different levels yet open for judgment on the part of one and all. With this, they ensure that the different policies and steps are in line with the organization's basic values, core mission and vision statements and more than anything else, in line with the ethical and moral grounds in which the particular business operates. Managers need to plan in a sound manner the different things, control these activities and tasks and make them plot against short term gains rather than having a long run perspective and integrate all these activities so that there is a complete mesh in the related ranks and the synchronization is pretty apparent at the end. Managers have the task of maximizing profits but not at the peril of losing the shareholders which are present in partnership with the organization. The different activities being planned, controlled and integrated in distinct fashions makes them look as a complete whole more than anything else. This means that these activities, tasks and processes are complete and they give a view of wholeness when we talk about the organization whilst looking at the products and/or services which are brought out for the general customers. For the induction of these new products and/or services in the market place we find that out that the synchronization process might just be a difficult process to undertake in the first place and it is because of the persistent efforts of the manager himself that the same becomes readily possible. The manager has to plan things accordingly and place priorities over processes either in s sequential manner or in the form of significance attached to the very same. When we talk about the activities in the whole related schema we find that the control aspect, as discussed before is pretty much significant and this has to be ensured even at the most feasible of times. The same is imperative since system breakdowns at any level can happen any time within the process and there could be urgencies attached with the whole ideology nonetheless. The integration of activities similarly is one significant aspect that has to be studied time and again because it brings together all the related processes, activities and tasks coming under the manager's regime on a single platform and thus this forms as the point of focus and attention as far as the whole organization and its tilt is concerned. With respect to the new products and/or services that are being introduced under the organization's umbrella, one has to ascertain as to the exact basis of their operating activities and then go along finding out the eventual patterns on which the change would be made in the realms of the very organization. It is up to the manager as to how best he meets the needs of the system that is already in place and which control and planning activities he brings forward every now and then. The end result is something that holds a lot of significance and value. Managing change within an organization is one of the most significant aspects that come under its sound functioning regime. Only the companies which are able to come to terms with the new norms and practices are the ones that succeed not only in the short term but also in the longer scheme of things. This means that the company has to devise certain ways and means through which it can manage change, measure it and effectively counter the problems that come in its way all this while. The learning process, meanwhile on the part of the organization is immense since it finds out the exact mechanisms and procedures through which change is going to affect the employees' and stakeholders' relationship with the company's central essence, which is the top management, making all the decisions that would eventually benefit the company in the long run. A number of organizations around the world have time and again changed and altered their strategies so that they can reap the benefits of both the short term as well as the long one. This, they do in order to guarantee that the stakeholders remain satisfied with the workings of the organization as well as to ensure that its products and/or services are in the recall set of the target audience. However much more than this is needed to keep the organizations on track as well as serve in the best interest possible for all concerned. This would mean that organizations have to invest in not only a change in strategy over a period of time but also carry out related activities like proper methods of hiring, removing inefficient employees, investing a little more on the units which are ready to default as well as strengthen the cash cow strategic unit of the company, all the same. Thus a culture of managing change and indeed accepting it in the truest sense is imperative not only on the part of the managers but also the organization's employees who should know that the new culture would only benefit for their own selves and would provide more room for their growth in the immediate future. The basis of all strategies and structural changes that usually happen from time to time is on the shoulders of the top management where they have to decide whether or not the adopted strategy be the source of light in the coming quarters or years for that matter. It is only upon their insistence to have the same within their ranks that the new strategic planning is done in the first place. If the top management is not ready, it is very difficult for the knowledge organization, which really is the middle management of present times, to do even an iota of struggle. The multinationals for that matter depend a lot on the parental concerns, which at times, might be located off shores and there is no easy access to them as well. But then again it is all about finding out what the goals of the real organization are and then following them like the textbook proverb. The structural changes usually happen from time to time and more so without even informing all and sundry but what is more important for the workers and employees within an organization is to know that these changes would bring in more revenue for the said multinational organization and in turn become the basis for their own respective well being and success in the industry, both financially as well as socially. Thus it is not only about just adhering to the structural changes on the part of the employees in the literal sense but also understanding that these changes would do some benefit or the other in a combined effect as well as that on a personal level. Then only is the approach developed which keeps the organization's individual entities going and thus they remain satisfied no matter what kind of problems linger on their heads. Thus the first and foremost goal of a manager must be to ascertain the amount of complexities he will face when he thinks of satisfying the needs of the shareholders and the customers alike. Then he has to discern the exact requirements under which he can work through towards achieving the goal that he has been bestowed with, on the job. This means that he needs to understand for his own self what barriers and problems might arise if he tries to step in the zone that is full of risks and related problems. Profit must indeed be a goal for him but the manager has to understand that it is not the be-all, end-all for him and his organization. Building a solid rapport with the shareholders is much more significant than anything else. Objectives could only be achieved when there is a solid basis of understanding each other's concerns and when there is genuine interest amongst the managers when it comes to finding out the issues that the shareholders and the customers might have, say at some point in time in the near future. Managers thus must definitely aim to set the goals which are easily achievable however the focus must not rest only on the profits and the returns that are extracted over a period of time. These could even go off towards the satisfaction in terms of profits that will be given to the shareholders from time to time or in a lump sum format. The same is devised with the facilitation of the different departments working under the auspices of the organization. Profits thus are not the ultimate objective for this organization and manager must think from the strategic perspective than being a bridge between profits and the firm itself. BIBLIOGRAPHY MILLS, Albert J. (2002). Gender, Identity and the Culture of Organizations. Routledge LEATHERS, Charles G. (2001). Telecommuting: The New Wave of Workplace Technology Will Create a Flood of Change in Social Institutions. Journal of Economic Issues Vol. 35 HALACHMI, Arie. (1996). Organizational Performance and Measurement in the Public Sector: Toward Service, Effort and Accomplishment Reporting. Quorum Books KHOURY, Sarkis J. (1990). The Deregulation of the World Financial Markets: Myths, Realities, and Impact. Quorum Books FONSECA, Jose. (2002). Complexity and Innovation in Organizations. Routledge OSTERYOUNG, Jerome. (1992). Financial Ratios in Large Public and Small Private Firms. Journal of Small Business Management Vol. 30 SOLOMONS, David. (1986). Making Accounting Policy: The Quest for Credibility in Financial Reporting. Oxford US THOMAS, Camaron J. (1999). Managers, Part of the Problem' Changing how the Public Sector works' Quorum Books WHICKER, Marcia Lynn. (1990). Public Sector Management. 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