For organizational transformation, it is common to need situational analysis. Griffin says that failure to reach certain goals can require a manager to understand the necessity of change. These are goals that management of any business wants to reach within a specified time frame. This can be one indicator that the organization might need to change.
Some organizations use both strict and flexible rules to manage their affairs. Each approach has its advantages and disadvantages. An aggressive approach can ensure that employees follow a specific organizational code of conduct. The strategy can be detrimental to the organization’s goals if employees are forced to work in a structured manner. This could limit their creativity. Flexible management, on the other hand, may have both advantages and disadvantages. Flexibility in management can have many benefits. For example, it encourages creativity among workers. This is a positive for the business. But, this approach comes with risks as it may reduce management oversight over employee conduct.
Managers use decentralized and bureaucratic methods to manage organizational problems. This is where their organizational principles differ greatly. Management assigns certain duties to an organizational structure that is decentralized. Many responsibilities tend to be assigned to the top of bureaucratic management systems. According to the distribution of influence, there is a problem when you move towards a more decentralized bureaucratic structure.
Environmental change is a major issue that affects low-level workers. One way low-level staff can participate in environmental changes is to reduce resistance. Griffin (2021) points out that employees at lower levels are aware of operational issues and their inability to follow the plan for organizational reforms will negatively impact the company’s prospects. Therefore, collaboration between them is essential. Another example is to communicate with management any difficulties encountered by low-level components.
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