ORGANIZATIONAL MANAGEMENT TRANSFORMATION MANAGEMENT It is undeniable that we all live in an organizational society.

Reason of their organization was essentially the same in all times: it is the most efficient way for people to achieve their goals. J. Bailey claimed that an organization can be defined like a group of people based on division of labor, working to achieve a common goal. "It is a variety of groups, from religious organizations, charities and government, to business organizations. "Business Organization can be defined as a social system, a network of roles interconected There is no limit on the size of a social system, family, or entire world now are examples of social systems. "(George Ghe Ionescu, Andrei Thomas-organizational culture and management transition, Economic Bucharest 2001, p 154) Living in a world characterized by change and we see this phenomenon in organizational culture. Organizational change is a permanent phenomenon affecting the entire organization or just sections of it. Change can be unplanned (spontaneous) or planned (determined by change agents who are usually managers). Organizations are changing especially to survive. Several factors influence the likelihood that an organization to initiate a time of change. The first and most important factor is the present state of dissatisfaction. If there is dissatisfaction on how the organization (or division of organization) working now, there will be no motivation for change. One source of this satisfaction is the existence of noticeable deficiete functioning organization, and growth rate of absenteeism and leave the organization, as well as decreased morale and productivity. Although dissatisfaction towards the current state is essential to motivate organizational change it is not enough. Another important ingredient in the equation of change is the perception that there is an alternative that will improve the situation. If you believe that there is no solution, it can not have done anything to improve the situation, there will be no motivation for change even though there may be a high dissatisfaction over the current state of affairs. Not all organizational change grade the same difficulty. If change is not well managed, the desired state will never be fully achieved or if achieved, may not work as was expected, due to lack of involvement of those affected by change. Desired future state organization may involve redesign, new technologies work, new relationships, new systems of reward and even new values and norms of behavior. Even now and then transition to a new organizational state driving seems possible, is important and expected earnings on change to be higher than expected costs (when costs are measured in monetary Term, time, etc..). Different factors that can change in an organization are divided into four categories. The first category involves redesigning jobs carried out by members. Job tasks can be added to certain persons, other tasks can be reduced or

can be fulfilled using new methods or new equipment. The second category is related to changing the organization structure. Can be created or eliminated organizational subunits can be modified lines of authority and communication, taking responsibility for certain types of decisions can be transmitted to other levels of organization, can be added, modified control systems. The third type of factors refers to change of individuals in organizations. Can be hired, transferred, promoted people in new positions. Training employees in this category come all. A final category of change is aimed at changing social norms and formal relationships that exist within an organization. Actions can be taken to reduce conflicts within the group, to the coherence between groups and even to change the values and norms of behavior supported by the group. Can be made also attempts to change the values and norms shared by all members. In this case, the focus on changing organizational culture. During a state of change is proportional to the change of resistance from those who are most affected by it. Sources of resistance to change fall into three categories: Resistance to change itself Resistance to change method Resistance to change agent Also, existing sources may be individual and organizational change. Among individual sources of resistance to change include: Selective perception Dependence on others in the group the expected social loss (the change can lead to loss of status) Economic losses expected Time available for change (considered too low) Insecurity (fear of the unknown, because, with time, the individual becomes accustomed to routine, leaving the routine leads to feelings of insecurity found when individual change jobs or organization) Among the sources of organizational resistance to change, organizational culture is important. If it is the prevailing values that require stability, changes will not be favored. To reduce resistance to change can be followed in several ways: providing information in advance about the reasons change, duration, expected impact on organizations, encouraging employee participation in achieving changes, maintaining informal relationships useful Stages of change necessary to cause takes about an organization as: 1. Establishing need change 2. The method to change 3. Overcome the existing 4. Strengthening the new situation 1. Managers must recognize the environmental elements that require change and culture change. Organizational

culture is one that causes "inertia organization", why the recommendations consultants often fail to change. There are several possible reasons for imposing cultural change, including: If the company has strong values that do not fit a changing environment If there is intense competition and rapidly changing economic branch If the company is mediocre level If the company is small but fast changing 1. Managers have to provide specific technique changes many ways are building teams, training, management by objectives, job enrichment. 2. For change to be effective, resistance changes be eliminated or reduced. Reducing resistance to change can be achieved by building trust, open communication development, encouraging employee participation. Once reduced resisted change, the manager is in a position to achieve desired change. 3. An authoritarian manager may require changing and can support its fulfillment through threats, punishment and close supervision (close). Practice shows that extreme culture change can be difficult, but necessary sometimes to improve the performance of a company, its competitive position. Especially in the stage of transition to another type of economy, this process is a necessity. There is even the view that cultural assumptions and values can be changed even in times of crisis when the old assumptions and values have failed or appear to be inadequate, as a group of specialists is skeptical about the chances of success of organizational culture change.

Changing organizational culture organizational transformation

Following research at the Sloan School of Management of Massachusetts has identified a number of issues for which managers of emergency must find a solution to adapt to market demands and society. These problems, which we list below, have the major changes in organizational culture substrate firms. 1. Managers must learn to adapt the organization trying to understand how to deal effectively and consistently in multidimensional change that is faced and how companies can be enhanced ability to learn and adapt. 2. Their activities must be structured so that the organization can respond quickly to continuous and often unpredictable changes in the market. Also, managers need to know in what way to connect to company networks and suppliers customers. 3. Clearly, managers need to possess management skills. 4. They need to practice certain management styles, keeping in mind that if based on hierarchy and control will face problems because employees are at the bottom will try to get more power, and if they will provide unlimited information this will have major implications on economic substantiation and adoption decisions. 5. Managers must deal with the impact of information technology, located in a permanent and fast evolution. 6. They must seek new ways of working, given the increased capacity of communication and coordination of employees, improving their job evaluation method and reduce the need for factories and large administrative areas.

July. Given that companies should create an enabling environment to continue communication in a competitive world, managers are forced to innovate, to come up with valuable ideas and implement them. August. Managers should evaluate company performance. In North American companies are talking about a "balkanization" of organizations. This is the emergence of organizational tensions generated by beliefs and convictions of employees and the border conflicts between departments that have the effect of human energy wasting, loss of strategic resources, unfulfilled professional careers of employees coupled with additional costs. And the main cause of these negative effects of organizational culture is the inability to evolve and adapt to changes in other segments.