曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

Faculty of Technical Science
Novi Sad
Serbia
doloresl@ptt.yu
Introduction
Effects of new technology on management staff have advantages as Implement and maintain
the new systems and disadvantages as changing the system what means that solutions are in
coping with critical decisions
  2
 
 
 
 
3 Organisationstheoretische Konzepte
Change Processes
Lewin 1963; Petzold 2000, Honecker 2002
„unfreeze“ „move“ „keep moving“
time
Restraining Forces
Driving Forces
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Globalisation and steadily human approach as points of culture has made new vision of world.
That is place where everyone does what likes and do it the best way possible. Mission is given
to companies to organise small parts of that world and to arrange right people in the right time
on suitable place in environment. They have to estimate together and to innovate always for
better, nicer, faster. Success is the main part of happiness. Profits and people happiness as
main global goals can be reached by using Effectiveness, efficiently, economics and
psychological principles in leadership thru strategy of permanent change in order to approach
benefits for individuals and the world.
 
 
Change management process
 
If company or individual wants to exist thought the time there is not enought anymore to
implement changes from time to time, they need change as permanent moving to reach
success strategy, targets, mission and vision.
Market transparency, labour mobility, global capital flows, and instantaneous
communications have blown comfortable scenario of years before, to affect a successful
companies to develop “a culture that just keeps moving all the time.” 
If we want to succeed, we must understand the human side of change management, the
alignment of the company’s culture, values, people, and behaviours, to encourage the desired
results. Value is realized only through the sustained, collective actions of the thousands —
perhaps the tens of thousands — of employees who are responsible for designing, executing,
and living with the changed environment. Successful leaders have to prepare their vision of
culture and to show it in their own behaviour. Managers who are satisfied about their leader
will copy his or her way off behaviour and also show it to their employees. CEOs involved in
transformation are concerned about how the work force will react, how they can make their
team work together, and how they will be able to lead their people.
  4
For modern human-centred companies most the important values are motivation, creativity,
innovation, flexibility, and internal cooperation, readiness for change and risk as well as
responsibility. If we want to create a culture which is based on those values, the organisational
structure has a big roll in it. Authoritarian culture that is result and consequence of a
functional organization can damage every opportunity for innovations and open-minded ideas.
Functional structure also causes small level of flexibility and high level of power distance.
Lack of cooperation between functional directors may cause wrong strategy policy and lot of
conflicts. Those problems are something what modern organization doesn’t need. Divisional
organizations are used for big companies and often include functional organization in small
parts of company. Organisations are faced with necessarily of permanent changes, innovation
production, improvement internal processes, implementation new technology, expectation
new competitors, quick reaction on environmental external changes, decentralisation structure
which is base of project management culture.
 
Instead of that matrix organizations are mostly flexible, fast, effective, efficient and also good
instrument for motivation more people and better use of resources. Project managers have to
cooperate with functional managers with the same power and that create democratic culture.
That is challenge and opportunity for playing out all skills of project and functional managers
especially because they work on different tasks and they got permanent challenge and
opportunity for gathering experiences and all that “motivators” which they like. On the
another hand if there are functional directors who don’t want to share goals, power and
influence on decisions with another managers, than company has got a problem called
unreadiness for changes. There are very big chances that all functional directors, however
　
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