How might “unconscious, and rarely discussable” shared assumptions in an organization help or hinder the ability of an organization to adapt and change?
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- How might “unconscious, and rarely discussable” shared assumptions in an organization help or hinder the ability of an organization to adapt and change? Explain your reasoning.
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- How can organizations balance the need for change with the need to maintain stability and continuity?How can a well-defined organizational structure and organization culture be beneficial under current circumstances but lead to future challenges with regard to decision making?How can organizations adapt their hierarchy to accommodate growth and change?
- How can managers effectively manage organizational change, overcoming resistance and ensuring successful implementation?How do managers balance the need for innovation and adaptation with the preservation of organizational stability during periods of change?What strategies can organizations employ to overcome potential conflicts or obstacles during strategic implementation?
- What need and importance of change and innovation in an organization?How do companies balance the need for innovation with the need for stability in their organizational structure?How can companies effectively manage change and ensure buy-in from staff and how can organizations ensure smooth integration without disrupting operations?
- External forces create increasing need for the organization to evolve to best take advantage of opportunities as well as meet the challenge of threats. What are the common forces of change? What are some examples of each?How do managers use perceptual organization to interpret and make sense of complex information, and what strategies can they employ to improve their perceptual abilities and decision-making in a dynamic business environment?In organizational culture, what does means-end orientation refer to? 1)The degree to which the organization monitors and responds to changes in the external environment 2) The degree to which rules, policies, and direct supervision are used to oversee and control employee behavior 3)The degree to which management focuses on outcomes rather than on techniques and processes used to achieve results 4) The degree to which employees are encouraged to be aggressive, innovative, and risk-seeking