TITLE

MANAGEMENT IN TURBULENT CONDITIONS

AUTHOR(S)
Rosca, Ion Gh.; Moldoveanu, George
PUB. DATE
May 2009
SOURCE
Economic Computation & Economic Cybernetics Studies & Research;2009, Vol. 43 Issue 2, p1
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article focuses on a study regarding the effectiveness of management functions in organizations with turbulent environment conditions. It notes that organizational environment plays the independent variable in the management process. It discusses the general requirements of management functions in turbulent environments which include flexibility, extroversion and the use of strategic systems in real time. It looks at the conversion from strategic planning to strategic vision in management process as well as the traditional method, modern approach and operational strategy. The study revealed that management functions are not effective and efficient in organizations with turbulent environments even strategies and classical instruments are employed.
ACCESSION #
48921790

 

Related Articles

  • STRATEGIC ADAPTATION PROCESS AND ORGANIZATIONAL LIFE CYCLE: AN EXPLORATORY STUDY. Withane, Sirinimal // Academy of Management Best Papers Proceedings;1990, p321 

    Undertaken in this study is an analysis of the linkages between the life cycle model and the strategic adaptation framework. The paper suggests that the knowledge about the relationships between organizational life cycle and strategy making enhances our ability to analyze the dynamics of...

  • How to Make Change Happen. Melsa, James L. // ASEE Prism;May/Jun2008, Vol. 17 Issue 9, p52 

    The article offers steps which could help transform industrial and engineering organizations. These include establishing a sense of urgency that need to be related to the specific needs of the organization, forming a powerful guiding coalition by enlisting faculty leadership and sympathetic...

  • A Scientific Model for Grassroots O.D. Seidman, William; McCauley, Michael // Organization Development Journal;Summer2009, Vol. 27 Issue 2, p27 

    The biggest challenge for most Organizational Development (O.D.) cultural change initiatives is to get large numbers of people to quickly and completely embrace a desired change. Grassroots O.D. engages many people quickly while still supporting executive initiatives. By integrating research on...

  • Management of Change: To Centralize or Not to Centralize. Day, S. M. D. // Textile Institute & Industry;Oct1970, Vol. 8 Issue 10, p271 

    The article focuses on issues related to organizational change and structure, particularly the decision of whether organizations centralize or decentralize in Great Britain. First, the author commented about the significance of change on the American technological success. This was followed by a...

  • CONSTANT COMMITMENT. Figgie, Matthew P.; Solon, Rick // Smart Business Cleveland;Nov2012, Vol. 24 Issue 4, p26 

    The article offers tips on how to evaluate and improve the company continuously. In order to improve productivity, efficiency, time and save money, it is suggested to evaluate work processes and procedures in both manufacturing and office areas. It cites the concept of eliminating muda or waste...

  • Human Agents: Contexts, and Institutional Change: The Decline of Family in the Leadership of Business Groups. Chi-Nien Chung; Xiaowei Luo // Organization Science;Jan/Feb2008, Vol. 19 Issue 1, p124 

    This study examines the interaction between change-minded human agents and environmental and organizational contingencies to understand contested change in highly institutionalized practices. We propose a theory of how individuals, including those who are structurally highly embedded, can become...

  • Change Science. Somodi, Tom // Canadian Meat Business;May/Jun2014, Vol. 13 Issue 3, p22 

    The article discusses the steps for development of an organizational structure having the ability to support the change. Topics discussed include assignment of responsibility to all the employees in the organization, recognition of broad categories of change within the organization and...

  • WHEN IT COMES TO CHANGE WHY DO WE GET IT SO WRONG? Perry, Nicole // MHD Supply Chain Solutions;Sep/Oct2009, p57 

    The article offers the six critical elements to consider in creating long lasting change in businesses in Australia. It suggests the creation of a strong appealing vision of where to go which needs to be desirable for the customers to buy. Moreover, it stresses the need to consider the whole...

  • Organizational Frame Bending: Principles for Managing Reorientation. Nadler, David A.; Tushman, Michael L. // Academy of Management Executive (08963789);Aug1989, Vol. 3 Issue 3, p194 

    This article offers important insight into large-scale organizational change. Beginning with a review of the basic concepts of organizations and change, the authors describe an approach to differentiating among various types of organizational change. Nadler and Tushman argue that the most...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics