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Managing Change
Tactical responses to a changed environment

This section will introduce two key terms used in modelling and describing organizational systems: Processes and Structures. I will argue that the approaches taken by organizations to managing the social, economic and cultural changes outlined in the previous section can be characterized as tactical (short term) responses to change based on managing their own internal processes and structures.

If you are not familiar with the concept of a tactics you should look at the notes of strategy and tactics from another course or one of the text books from the MIS books section.

Faced with the need to make immediate changes in the short term, organizations typically focus on changes to either their processes or structure. The lecture will look at two examples of these responses to the social, economic and cultural changes outlined in the previous section.

Example: Process change due to globalization

Problem = A process oriented approach requires all of the elements of the process to be known in advance and clearly defined. Working with other countries introduces time/place/culture discontinuities.
Response = One response is to attempt top modify or re-design business processes themselves to take account of this diversity.

Example: Structural change due to increased competition

Problem = A relationship oriented view of work means that all of the constraints governing a particular activity are known in advance. However, the pace of change and the role of knowledge mean that relationships are now fluid, unpredictable and can not be known in advance.
Response = One response to this is to attempt to restructure an organization into new organizational forms such as virtual teams





Technological support for distributed working

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