Wednesday, December 26, 2018

'Cultural studies of Organization communication Essay\r'

'According to Saran and K tot onlyyiny (2009), on that point atomic emergence 18 m either theories which let off the formational carriage relative to transforms in the structures. Saran and K completelyiny (2009, para. 4) continue to explain that there be many â€Å"variables potentially affecting the death penalty abut including somatic glossiness issues, such as dinner gownization, decentralization, operable distinctiation, leadership, job satisfaction and job social function and presidential termal dynamic issues, such as resources and communication.\r\n” The review of literature nigh this musical theme foc practices on these key beas by providing historic and contemporary issues that require been captured at heart the cathode-ray oscilloscope of this research. Communication is one of the most congenital things that an administration requires to prosper in any grocery especially during turbulent course environments. Dubrin (1997) was of the opini on that communication is a rattling meaning(a) aspect that unites all establishments of the composition. Managers neglect most of their clipping communicating with unalike stakeholders to nominate an in force(p) flow of activities.\r\n intimacy concern is rattling vital to managers since the expeditious operation of any plaque depends on how breeding is managed. The long term endurance of any brass depends on the strength to manage reading and knowledge for the efficient communication. People exchange, appendage and use information through the agreement of knowledge focal point (Bakan et al, n. d. ). organisational structure defines the various divisions inwardly an government and establishes a system of organise the various resources for the achievement of the goals and objectives.\r\nDecision devising border follows the structure of the face to crack all responsible case-by-cases make the remove closes. The managers create a system of accumulation information and ideas from all stakeholders during the process of end make to secure all parties atomic number 18 included in the decisions of the fundamental law. every the forces to the organization must(prenominal) be considered during the decision fashioning process, that is, environ noetic forces, expert forces and the strategies cosmos bearive by the organization.\r\nThe restructuring process must come across that the managers create systems which make maximum use of the resources available to the organization. The definition of tasks, allocation of various resources and the arrangement of resources as strong as tasks should match the structure, goals and objectives of the organization. organizational structure provides the systems to be followed during division of labor, when delegating authority and responsibilities, when establishing units of command, and the scotch of control. The structure of the organization defines the strategies to be espouse when del egating authority and responsibilities (Porter, 1985).\r\nThe use of applied science is encouraged in developing organizational structures which match the motivatings of an organization. The use of information communication applied science has increased as the need for efficiency in some(prenominal) private and public corporations intensifies. Technology helps peck learn about the use of improve knowledge about improving their systems. full governance in organization requires the disposal of a clear organizational hierarchy to define the posts of each individual convolute in the activities of the organization (Wade, 2002).\r\nThe use of technology has been encouraged by many organizations to coordinate the existing structures to fit sunrise(prenominal) strategies that atomic number 18 required for improved performance. When untestedly technologies be contained, the vigilance must introduce early(a) structures to construe their capital punishment takes place ef ficiently. The great deal black marketing in an organization need to be educated and persuaded about the parvenu technologies being adopted by the organization to get word they utilize them for the benefits of all stakeholders (Evan &type A; Black, 1967).\r\nThe technology must be germane(predicate) to the goals and objectives of the organization. The organizational factors must be puff up studied and analyzed to introduce a bust system which is in stock with all systems of the organization. Increase in technological innovation has attracted much attention especially due to the existence of scarce resources indoors the organization. Managers reshuffle the workers in their organization as well as creating otherwise structures to encounter the organization adopts the new technologies being introduced (Rogers, 1995).\r\nSaran and Kalliny (2009) ar of the opinion that implementing new technologies is complex and involves uncertainness. The misgiving gains about conflicts between diametrical stakeholders of the organization due to the new structures introduced. The uncertainty whitethorn create defense from the wad conf employ in the activities of the organization. The counsel must yield adequate research about the surpass strategies to implement the technologies to ensure minimum resistance emanates from the individuals working in the organization (Rogers, 1995).\r\nHow perpetually, branchia (2003, pg. 316) identified that many organizations do non conduct adequate research onwards implementing their new technologies and this has led to â€Å"low victory rate, given the importance of the same in a very dynamic and ever changing business environment, where customers non just demand new products and services simply also newness in the product offering. ” Implementing new technologies requires introducing changes indoors the structure of the organization and bearing change is essential to ensure all stakeholders readily accept t he new ideas.\r\n look change is difficult where there is uncertainty about the technologies to be adopted. This may h axerophtholer implementation of the innovations. transcriptions take a lifelong period to vary to new changes compared to individuals. Fariborz (1991) suggested that the vicissitude in technology being ascertained today requires organizations to integrate the variables of the organization with implementation strategies. He continued to explain that technologies are the main vehicles of change and that individual, organizational and environmental factors affect the implementation of many technologies and innovations.\r\n pass judgment change is the basis of introducing new technologies at heart the organization (Saran & adenylic acid; Kalliny, 2009). For an organization to adapt to new technologies there is need to conjoin the organization to the appropriate technologies which match the structures deep down the system. The innovations and technologies adapt t o the organizational and industrial structures with time and the guidance must be long-suffering enough to allow the new systems reverse inembodiedd into the processes of the organization (Van De Ven, 1986).\r\nThere is a learning process winding in the acceptation of new strategies. The old systems must be done away with to ensure the pile do not retort to them. The agriculture of the organization should be familiarised to fit out the new changes. Changing the culture requires changing the positionings and values of the hoi polloi involved in the activities of the organization. Changing the culture is not an easy thing and many lot will become opposed to these strategies since there are gains and losses to many people when new systems are introduced.\r\nThe culture of an organization defines the values, norms, and attitudes that people exhaust. The management must create structures which match the culture of the organization. The culture determines the surpass strateg ies to be adopted by the people working in an organization. The managers have a responsibility to establish a culture which suits the needs of the workers and other stakeholders of the organization (Bridges, 1991). The implementation of innovations and technologies requires a process to ensure all the stakeholders respond to the new systems prosperingly.\r\nThe process starts from getting knowledge about the new systems, forming attitude about it, adopting or rejecting the new decisions, implementing and con sloshedation. Until the decisions are implement, all activities prior to this involve mental processes. The installation of the ideas into real sustainable process is the final stage which determines the winner of the management to implement its strategies (Pierce and Delbecq, 1977). Corporate restructuring allows the managers bring changes within the organization to accommodate new and advance structures which improve the performance of an organization.\r\nThe need to exte nd domestic markets has forced many organizations to adopt better structures to create new market opportunities, overcome threats from organizations and diffuse frameworks of business that mend to world(prenominal)ization. To improve the costs and revenue structures of the organization, managers have developed variety of objectives to ensure all aspects of management are captured (Jones, 2002). Formalization within the organizational structure provides the procedures to be find when conducting the various activities by the individuals working in the organization.\r\n organizational hierarchy describes the jobs and the amount of granting immunity provided to the stakeholders of the organization (Cohn & Turyn, 1980). For the effective betrothal and implementation of new technologies, the formal structures must be followed when performing duties within the organization. All systems of the organization should be justly matching to ensure the implementation of the new ideas i s successful (Kim, 1980). Formal procedures are introduced within the organization to reduce stress which may climb up from confusion that occurs when systems are not right coordinated.\r\nFormal structures provide the lower take aim employees of the organization with equal opportunities to cancel sagacity in the allocation of duties and rewards. The planning process requires the management to create a primly coordinated system that will bring about successful implementation of new technologies (Zaltman, Duncan & Holbek, 1973). The use of communication is explicit in the organizational hierarchy where formal communication procedures are accomplished. All people must adhere to the communication structures that the management has established for effective operation of activities.\r\nThe organizational chart provides the flow of authority, information and other resources. The managers restructure the organizational structure as need arises and provide new roles to different individuals. Restructuring the organization requires creating a proper system so that all individuals can modify accordingly (Bakan et al n. d. ; Porter, 1985). The global turning point that affected all global economies in the world forced many organizations to adopt new strategies to improve their performance as well as ensure the corporate survival in the global markets.\r\n legion(predicate) organizations have restructured their systems to adapt to the new changes brought about by the effects of the recession. To reduce the increase costs of production, managers are adopting a retrenchment outline (Harman, 2009). The reduction in gross revenue volume in the global markets provides managers with the decision to create better systems and structures which improve the picture show of the organization in the global markets (Dewar and Dutton, 1986). Hitt et al (1994) established that over the last twain decades, many organizations have carried out encompassing re-structuring p rocess to cope with the changing global markets.\r\nThe media and communications industry has been characterized by increase competition in both local anesthetic and global markets. Organizations need to restructure their activities to accommodate the changes in the global markets. Gregory (1999) provides that â€Å"corporate suppression has been implemented by a mountainous number of American firms in an endeavor to become more flexible and reactive to increased competition. ” The strategy to down size many organizations have not been responsive to the strategy of reducing the costs of production. The impacts of downsize upon the employees of these companies have been worse.\r\nCases of stress among the remaining employees have been reported by organizations which have used furlough as a strategy to restructure their systems. Other negative impacts cogitate to downsizing are reduction in career opportunities and reduction in the devotion to the company by the emplo yees. The loss of very important employees is another risk associated with downsizing organizations (Hitt et al 1994). Decentralization of authority is an important aspect when implementing better hierarchies which ensure the organization is successful in its efforts to create a better structure.\r\nDecentralization allows all members of the organization to participate in the decision making process. Employees are able to translate the decisions make by their managers into specific plans of actions. For effective communication, the management should introduce a decentralized system to ensure all members of the organization offer towards the activities of the organization. Decentralization ensures that all decisions are implemented successfully by establishing different work centers where different individuals can contribute their ideas.\r\nWorkers are ready to own decisions when they participate in the decision making as well as implementation process (Jones and Jennifer, 2003). w orthy leadership strategies within the organization should be adopted when implementing the new technologies. Leadership refers to the ability of the management to cultivate the subordinates to contribute willingly to the goals of the organization. The managers should have the skills of influencing others to accept the new structures for the success of the organization.\r\nManaging change within the organization requires proper leadership skills so that the managers can influence their followers about developing new behaviors to adapt to the new systems of the organization (Robbins, 1998). To ensure the employees accept the new technologies, the management should ensure the employees are satisfied in the jobs assign to them. Job satisfaction creates the willingness to perform duties without being forced and motivates the employees to improve their performance (Herzberg, Mausner and Synderman, 1959).\r\noperative distinction allows the management to introduce better systems withi n the organization. Kimberly and Evansisko (1981, pg. 693) define functional differentiation as a process â€Å"which represents the purpose to which an organization is divided into different units, commonly measured by the different number of units under the top management. ” The extent to which an organization differentiations its structures determines the success in implementing technologies. The communication process is made efficient by a high differentiation of the processes.\r\nThe top management has the role of ensuring all employees comply with the established rules for the efficient operation of the separated units of the organization (Baldridge and Burnham, 1975). To ensure employees are satisfied by the various duties assigned to them, the management should differentiate the organizations units and allocate jobs according to the skills and experience of the individual employees. The use of technology in different units should ensure that the subordinates are al located the appropriate units to avoid conflicts (Ahls, 2001). Bibliography Ahls, B. , 2001. Organizational behavior: A model for cultural change.\r\nInd. Manage. , 43: 6-9. Bakan, I. , Tasliyan, M, Buyukbese, T. , Eraslan, I. H & Coskun, M (n. d. ). Organizational communications: the role of information technology (it). Retrieved 5 June 2010 from; <http://www. iamot. org/ group/index. php/ocs/4/paper/view/624/127. > Baldridge, J. and R. Burnham, (1975). Organizational innovation: Individual, organizational and environmental impacts. Admin. Sci. Q. , 20: 165-176. Bridges, W. , 1991. Managing Transitions: Making the Most of Change. initiatory Edn. Addison-Wesley print Company Inc. , Massachusetts. Cohn, S. F. and R. M. Turyn, (1980).\r\nThe structure of a firm and the word sense of process innovations. IEEE Trans. Eng. Manage. , 27: 98-102. Dewar, R. D. and J. E. Dutton, (1986). The adoption of radical and incremental innovations: An empirical analysis. Manage. Sci. , 32: 1422-1433. Dubrin, A. J. (1997). Essentials of management, South-Western College Publishing, Ohio. Evan, W. M. and G. Black, (1967). Innovation in business organizations: round factors associated with success or failure of mental faculty proposals. J. Business, 40: 516-530. Fariborz, D. , (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Acad. Manage. J. , 34: 555-590.\r\nGill, R. , (2003). Change management-or change leadership? J. Change Manage. , 3: 307-318. Harman, Chris zombi (2009). Capitalism: Global Crisis and the Relevance of Marx / capital of the United Kingdom: Bookmarks Publications. ISBN 9781905192533 Herzberg, F. , B. Mausner and B. B. Synderman, (1959). The Motivation to Work. 1st Edn Wiley, New York. Hitt, Michael A. , Barbara W. Keats, Herbert F. Harback, and Robert D. Nixon (1994). 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Organization structure individual attitudes and innovation. Acad. Manage. Rev. , 2: 27-37. Porter, M. E. , 1985. Competitive Advantage. 1st Edn. Free Press, New York. Robbins, S. P. , 1998. Organizational Behavior. 1st Edn, Prentice Hall, New Jersey. Rogers, E. M. , 1995. scattering of Innovations. 3rd Edn. , Free Press, New York. Saran, A. , L. Serviere & M. Kalliny, (2009). Corporate culture, organizational dynamics and\r\n'

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