change is not static it is a dynamic . support this statement by bring out the various areas of change in your society visible within a span of generation
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Organizational change is pervasive today, as organizations struggle to adapt or face decline in the volatile environments of a global economic and political world. The many potent forces in these environments—competition, technological innovations, professionalism, and demographics, to name a few—shape the process of organizational adaptation. As a result, organizations may shift focus, modify goals, restructure roles and responsibilities, and develop new forms. Adaptive efforts such as these may be said to fall under the general rubric of redesign.
Organizational change is pervasive today, as organizations struggle to adapt or face decline in the volatile environments of a global economic and political world. The many potent forces in these environments—competition, technological innovations, professionalism, and demographics, to name a few—shape the process of organizational adaptation. As a result, organizations may shift focus, modify goals, restructure roles and responsibilities, and develop new forms. Adaptive efforts such as these may be said to fall under the general rubric of redesign.In this chapter, we examine aspects of organizational environments that research and practice suggest are changing and are causing managers to redesign their organizations. We discuss the effects of increases in scientific knowledge, societal trends in professional roles, and changing technologies and demographic trends on organizations. We then examine several bases for organizational design and redesign: the work of organizational theorists, the practical experience of managers, and the precepts of doctrine. Finally, we consider new organizational forms as a response to environmental change
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