Management of organizational change

4. In order to maintain competitiveness, better serve customers and ensure the proper technological level, organizations need to implement change. Modern organization operates in increasingly uncertain conditions. Unexpected phenomena occur very quickly, and organizations must respond promptly to them.

To organizational changes take place:

- in main structure - the nature and level of business activity, legal structure, property, sources of financing, international operations and their impact, diversification, merger, joint ventures:

- in tasks and activities - product assortment and a set of renowned services, new markets, customers and suppliers; - in the applied technology - equipment, tools, materials and energy, technological processes, office equipment;

- in management structures and processes - internal organization, work processes, decision-making and management processes, information systems;

- in organizational culture - values, traditions, informal relationships, motives and processes, leadership style;

- in people - management and staff, their competence, motivation, behavior and efficiency in work

- in the effectiveness of the organization - financial, economic, social and other indicators to assess the relationship of the organization with the environment, the performance of its tasks and the use of new opportunities

- prestige of the organization in business circles and in society

For efficient control by the organized changes, the specific rules, controlling drivers are developed:

- necessity to co-ordinate the methods and procedures of changes with the usual activity and procedures in the organization;

- heads of company should be determined, in what confidential events, in which degree and in what form it should be taken in a straightforward way;

- it is not necessary to co-ordinate the procedures of organization in different parts of the economy;

- management of changes involves various aspects, which necessitates the guidance of specialists who have a limited view of a complex and multilateral problem.

- management of changes includes decisions about applying different approaches and interventions that help to start rebuilding correctly, work systematically, cope with resistance, seek support and make the necessary changes

 

Литература:

1.К.Б. Бердалиев. Менеджмент: лекциялар курсы. - Алматы: Экономика, 2016. - 190 б.

2.Под редакцией профессора К.Е. Кубаева. Теория и практика менеджмента. Учебник. - Алматы: Казак Университет!, 2008. - 486 с.

3. М.Х. Мескон, М. Альберт, Ф. Хедоури. Основы менеджмента [пер. с англ. О.И. Медведь]. - М.: Вильямс, 2012. - 672 с.

4.О.С. Виханский, А.И. Наумов. Менеджмент. Учебник - 5-е изд. - М.: ИНФРА-М, 2014. - 576 с.

5. Ричард Дафт. Менеджмент. - Спб.: Питер, 2012. - 863 с.

6.К.Е. Ахметов. Менеджмент непздерг Оку куралы. -  

 

Test questions:

1. What is the essence of conflict?

2. What are the causes and consequences of conflicts?

2. Give a description of the types of conflicts.

3. What is conflict management?

3. Name and highlight the main methods of conflict resolution.

4. Give a characterization of organizational change.

5. How is organizational change managed?

 

 

Topic 13 Human Resource Management

Goals: • to study the content of the concept “human resources”;

• understand the differences in the concepts of “human resource management” and “personnel management”;

• know the steps of the organization's personnel management process.

Lecture structure

Management of human resources: the concept, essence, goals and objectives

Diagnostic model of personnel management

Main activities in the personnel management system

Attracting effective labor. HR planning, sources, methods and criteria for recruitment and selection of personnel.

The formation of an effective workforce. Staff training and development. Career management

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