A sign of an organization as an open system is. Organizations as open systems
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General properties of the system. Classification
A system is a whole created from parts and elements for purposeful activity. Signs of a system: many elements, unity main goal for all elements, the presence of connections between them, the integrity and unity of the elements, structure and hierarchy, relative independence, clearly defined control. A large system is divided into a number of subsystems. A subsystem is a set of elements representing an autonomous area within the system.
Properties of the system:
1. Non-additivity. The concept of non-additivity is that the effect of the activity of the entire system is not equal to the sum effects of the activity of each element separately. This can be explained by the fact that during decomposition, not only horizontal connections (informal connections at the level of a structural block) are broken, but also more informal connections without level differentiation, which precisely leads to the loss of part of the effect.
2.Emergence. The phenomenon of emergence is that the main goals of the activities of each of the elements of the system, as a rule, do not coincide with the goals of the activities of the entire system as a whole. This property systems in organizational structures management appears when analyzing the implementation of activities different levels management.
For example, the goal of an organization is to make a profit, and the goal of a worker is to receive monetary reward for his work. Upon first examination, it turns out that these goals do not coincide in any way - the organization wants to earn money for itself, and the performer for himself. But by earning money for himself, the worker performs work for the organization, which, first of all, will bring money to her, and then she will give part of her profit to her employee for the work he performed. Thus, the worker needs to earn money for the organization, which means that their goals, at least partially, coincide.
3.Synergy. Synergy (synergy) means that the maximum effect of the system will be achieved only if all its elements and subsystems work in the same direction. Then all the effects of their activities will add up together and give a greater joint result. The more organized and clearly the system works, the more more effect synergy. If the system is disorganized, then negative synergy appears, which, of course, affects the results of its activities as a whole.
In foreign companies, from 10 to 20% of all funds allocated for organizing management are spent on organizing the organization’s activities.
4.Multiplicativeness. The property of multiplicativity is that negative trends in systems usually do not add up, but are multiplied or even raised to a power. These processes arise in cases where the activity of the system acts on its own.
Scientists have yet to figure out exactly why the negative effect is multiplying. But when designing, implementing and maintaining systems, this must be taken into account.
5.Integrity. The integrity of the system means that there is no objective need to include in it additional elements and subsystems. At the same time, there is a need to exclude elements and subsystems included in the system artificially or due to current needs. The integrity of the system determines its stability and operational efficiency.
This property is much less studied than others.
In practice, determining the degree of integrity of a system occurs more on an intuitive level than on a scientific basis.
6. Isolation. This is a property of a system that characterizes its boundaries, its isolation from other systems and from those in which it is included. For example, regarding systems federal significance, states as a whole, then the fate of entire states depends on the resolution of the problem of their isolation. At joint activities Organizations quite often face the problem of who should do what. Even if these relationships are documented, there are often emergency situations when the isolation of jointly working systems and their components is violated.
7.Centralization. The degree of centralization of the system characterizes the ratio of centralization and decentralization in the implementation of the most important functions. This is very important property systems are being studied quite actively at present. A large number of large organizations have already reached that critical production size when their further increase, without a qualitative change in management methods, will lead to a decrease in the efficiency of their functioning. That is, the effect of scale, due to which they received large incomes, has exhausted itself, and a further increase in production will lead to a decrease in the efficiency of their functioning. The process of decentralization is capable of relieving the highest and average levels management of organizations and will increase their flexibility and adaptability, which will allow organizations to continue to function quite effectively.
8.Adaptability. This property reflects the system’s ability to restore its equilibrium under significant changes in the conditions of its existence and functioning. Of course, there are limits of change beyond which the system can no longer exist and collapses. The main task of any system is to accumulate that potential, using which in extreme cases, the system can not only survive, but also return to its normal state, albeit in a slightly different quality.
9. System potential. The potential of an organization can be various resources: capital, entrepreneurial capabilities of the manager, cohesion and like-mindedness of work teams, flexibility of supply, production and sales departments, etc. Their build-up can lead to an increase in the adaptability of the organization.
10.Compatibility. Compatibility is the ability of elements and substructures of an organization to be compatible not only with its other elements and subsystems, but also with other external organizations. This very important property, unfortunately, is not sufficiently taken into account at the macroeconomic level, which leads to the emergence of large imbalances in the state, to environmental disasters and other negative phenomena. In particular, the lack of jointness is very clearly reflected in the joint functioning natural systems created by man.
11.Feedback. The presence of feedback property in the system indicates that information about the output product of the system is used to establish its productive functions.
Exist following types these connections: formal; linear; (direct linear; reverse linear; functional; informal; at the level of a structural block; without level differentiation).
Direct linear connection is a connection characterized by the transfer of control information from the subject of control to the object.
Linear feedback is a type of communication through which information is transmitted from a subordinate to a superior in the form of a report on the work done and its results. Also, through these connections, information of a novel (innovative) nature is transmitted.
A direct functional connection is a connection through which control information is transmitted between a functional control subject and an associated control object from another service.
Functional feedback is a connection between a structural unit and its functional manager; as a rule, information is transmitted through it in the form of a report on the results of the work done.
Informal communication at the level of a structural block is the connection between structural units, included in one structural block.
There are two main types of systems: closed and open. A closed system has rigid fixed boundaries, its actions are relatively independent of the environment surrounding system. An open system is characterized by interaction with the external environment. For closed systems characterized by determinism and linear development. Open systems involve the exchange of matter, energy, and information with the outside world at any point, and also have a stochastic nature of processes, sometimes bringing randomness to a determining position.
An open system is a system that has constant and regulated relationships with the external environment. The nature of these relationships implies variability in both the external and internal environments.
Generalized characteristics of an organization as an open system are:
1. Components or components of the organization that are necessary to achieve common goal systems.
2. Connections, i.e. components of the system are interconnected, which makes possible the continuity of processes occurring in the system.
3. Structure. The form of communication is organizationally fixed in the structure, which ensures stability and gives stability to the system. For a system, structure is more important than function.
4. Interaction, i.e. the nature and direction of the influence of some components on others, resulting in an effect.
5. Processes. A number of processes are simultaneously carried out in the system, each of which is associated with some changes. Processes modify the resources entering a system and transform them into products or services.
6. Holism, emergence. Holism means integrity, unity, and emergence means the appearance of properties that arise only as a result of the interaction of the components of the organization.
7. Concept. A system is a concept, it special shape, it reflects the goals and values of people who are integral parts and realize own ideas about what the system should be.
According to the specified parameters, it is possible to carry out general classification organizational systems. The classification characteristics of systems are determined directly by the goals of the systems, as well as by the goals of their research. Thus, systems, including organizational ones, can be classified depending on the properties of goal setting, the nature and level of interrelation between elements and the relationship between the boundaries of the system (external and internal environment).
Every person is connected with organizations in one way or another throughout his life. It is in them or with their assistance that people grow, study, work, overcome illnesses, enter into diverse relationships, and develop science and culture. Human activity occurs everywhere within organizations. There are no organizations without people, just as there are no people who do not have to deal with organizations.
An organization is a complex organism. It intertwines and coexists the interests of the individual and groups, incentives and restrictions, rigid technology and innovation, unconditional discipline and free creativity, regulatory requirements and informal initiatives. Organizations have their own image, their own culture, their own traditions and reputation. They grow confidently when they have a sound strategy and use resources effectively. They are rebuilt when they no longer meet their chosen goals. They die when they are unable to perform their tasks.
The purpose of writing this essay is to study the organization as a system.
The object of study is the concept of organization.
When starting a comprehensive study of organizations, you need to know that there are differences in the interpretation of the term “organization.” In some cases, it is used to denote a property understood as the activity of ordering all the elements of a certain object in time and space. This interpretation is close to the concept of “organize.” In many other cases, the term “organization” is considered as an object with an ordered internal structure.
Evolution of the concept of “system”
One of the basic concepts in “Organization Theory” is the concept of a system, which, as is known, has been successfully used in other branches of knowledge for a long time. The concept of a system has a long history. Even in antiquity, the thesis was formulated that the whole is greater than the sum of its parts. The Stoics interpreted the system as world order. Plato and Aristotle great attention paid attention to the features of the knowledge system and the system of elements of the universe. The concept of a system is organically connected with the concept of integrity, element, subsystem, connection, relationship, structure, hierarchy, multi-level, etc. The term is used when they want to characterize a complex object as a single whole. A system is generally defined as a collection of elements brought together by some form of regular interaction or interdependence to perform a given function. In the concept of "system" on different stages Its consideration can be given different content, we can talk about the system in its different forms, depending on the task that the researcher sets for himself. In the philosophical dictionary: a system is a set of elements that are in relationships and connections with each other and form some kind of integral unity.
According to general theory systems:
A system is a real or conceivable collection of parts, the integral properties of which are determined by the connections between the parts.
A system is an organic set of interacting elements.
Physiologist P.K. Anokhin in famous work“The Theory of a Functional System” (1970) cited 12 formulations of the concept of a system by different authors. In the textbook by V.N. Volkova and A.A. Denisov “Fundamentals of systems theory and system analysis” (1999), the authors already talk about 30 definitions of the concept “system”. Now such formulations can be collected several times more.
The definition of a system has constantly evolved. L. von Bertalanffy - defined a system as “a complex of interacting components” or as “a set of elements located in certain relationships with each other or with the environment." In big Soviet Encyclopedia“a system is an objective unity of naturally interconnected objects, phenomena, as well as knowledge about nature and society.” Later, the concept of goal is introduced into the definition of “system”: in Anokhin’s interpretation, “a system can only be called such a complex of selectively involved components, the interaction and interrelationship of which acquires the character of interaction of components to obtain a focused useful result.” Emphasizing that the “interaction of components” is common to all formulations, Anokhin regulates the insufficiency of interaction itself for any systemic process. He argues for the key importance of the result (goal) of activity, which is aimed at limiting many arbitrary interactions. Thus, a “goal” is introduced into the definition of the system.
Yu.I. Chernyak, whose object of study was economic systems, introduces an observer into the definition of a system. “The system is a reflection in the consciousness of the subject of the properties of objects and their relationships in solving the problem of research, cognition” later, he also: “The system is a reflection in the language of the observer of objects, relationships and their properties in solving the problem of research, cognition.” Thus, comparing the evolution of the definition of a system, it should be noted that first “elements and connections” appear in the definition, then “target”, then “observer”. IN economic systems, if you define an observer, then you may not achieve the goal for which the system is created.
With some convention, all concepts of “system” can be divided into three groups.
Definitions belonging to the first group consider a system as a complex of processes, phenomena and connections between them that exist objectively, regardless of the observer. The task of the observer is to isolate this system from the environment, i.e., at a minimum, to determine its inputs and outputs, and, at a maximum, to analyze its structure, find out the mechanism of functioning of its elements, connections, and influence it in the right direction. In this understanding, the system is an object of study and management.
Definitions of the second group consider the system as a tool, a way to study processes and phenomena. The observer, having a goal in front of him, constructs the system as some abstract reflection of real objects. In this case, an abstract system is understood as a set of interrelated variables representing certain properties, characteristics of elements, objects that are considered in this system. In this interpretation, the concept of a system merges with the concept of a model. When talking about the synthesis of a system, we mean its macromodel, while analysis coincides with its micromodeling individual elements and processes.
The third group of definitions represents a compromise between the first two. The system here is an artificially created complex of elements designed to solve a complex organizational, technical, and economic problem. Consequently, here the observer not only isolates the system from the environment, but also creates and synthesizes it.
The system, on the one hand, is a real object and at the same time an abstract reflection of the connections of reality, a model. However, in all three groups of definitions, the term “system” includes the concept of a whole consisting of interconnected, interacting, interdependent parts. Moreover, the properties of these parts depend on the system as a whole and, conversely, the properties of the system depend on the properties of its parts. In all cases, this refers to the presence of an environment in which the system exists and functions. For the system under study, the environment can be considered as a supersystem, and, accordingly, its parts - as subsystems. A more complete definition, including elements and connections, a goal, an observer, and sometimes a system display language, helps to more specifically formulate the problem, define tasks, and outline the main stages of system research.
The human brain is made up of neurons that, by themselves, are incapable of any intelligent action. But in their totality they give rise to a certain systemic property inherent in this totality, which we call thinking. Its study is not limited to studying the properties of individual neurons; it is truly a systemic property of a collection of neurons. In other words, the system has special system properties. The study of the properties of cooperative interactions seems to be the most important direction of modern science.
One of the main properties of a system is that it consists of elements. These elements are usually called subsystems.
Another important property of systems is that any of them is itself part of some even larger system.
All organizations are systems. Regardless of the goals of the organization - production, economic, educational, political, medical - they all belong to the class of organizational systems and have all the signs of an open, dynamic system.
In the middle of the 20th century. great importance to understand the behavior of large complex systems acquired cybernetics, systems approach and system analysis. They quickly gained a wide range of practical applications in various areas knowledge.
The concept of organization and its characteristic features
The first major specialist in the field systematic approach was Chester I. Bernard (1886-1961). He believed that an organization is “a system of consciously coordinated actions in which the leader is the most important strategic factor"that a manager can achieve excellent results in his work only by fulfilling three important conditions: providing a communication system, making the efforts necessary for the operation of the system, and formulating and defining the goals of the system.
A system is a certain integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole. Organization (organization) is an integral property of any system.
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System is a collection of interconnected and interdependent parts, arranged in such an order that allows the whole to be reproduced under any conditions.
A unique characteristic of systems is the internal relationships between parts (elements):
1. Any system is characterized by both differentiation and integration. Each part performs individual functions. At the same time, to maintain communication individual parts integration of the system and the formation of a single whole is carried out. In organizations, it is usually achieved by coordinating the levels of the hierarchy, direct observation of the behavior of the system, and the implementation of individual rules, procedures and program of activities.
2. Although organizations are made up of parts or elements, they are themselves subsystems within a larger large system. Moreover, the whole is not a simple sum of parts, since the system should be considered as a unity not only of elements, but also of the relationships between them, which can increase or decrease the efficiency of their activities (multiplex, or synergistic, effect). There are closed and open systems.
Concept closed system generated natural sciences. Such a system, being self-sustaining, almost does not react to external influences. A perfect system of this type would not accept energy from external sources and would not give away its energy to the external environment. Closed organizational system finds limited use, since its main functions are self-survival and self-reproduction. It cannot be a subsystem of the system of economic and social relations in society and, accordingly, cannot perform a mission significant for society and carry out economic or other activities.
Open system on the contrary, it interacts with the environment. Organizations that are systems of this type, get raw materials from there and human resources and depend on clients and customers from outside world consuming their products. Banks, actively interacting with the environment, convert deposits into loans and investments, use the profits received to maintain and develop their activities, pay dividends and pay taxes.
The degree of openness changes as a result of any changes within the system. An open system can acquire the features of a closed one if, over time, contacts with the environment become limited. The opposite situation is also possible.
Open systems are characterized by a tendency towards complication and differentiation, in other words, as they grow, they strive for greater specialization of elements and complication of the structure, often expanding their boundaries or creating a new supersystem with wider boundaries.
All systems (organizations) have entry, transformation process And exit. They receive raw materials, energy, information, and other resources and transform them into goods, services, profits, waste, etc.
Organization as an open system
Organization− a group of people whose activities are coordinated to achieve common goals.
Rice. 1.2. General characteristics organizations
Resources. The goal of every organization is the availability and transformation of resources that it uses to achieve its tactical and strategic goals. Basic resources are people (labor resources), basic and working capital, technology and information.
Horizontal and vertical division of labor. Horizontal division of labor– this is a qualitative and quantitative differentiation and specialization of labor activity. Essentially, this is the division of all work into its constituent components, i.e. the division of the overall production process to private, continuous isolation various types labor activity with specialization in production and performers.
Horizontally, labor is divided, as a rule, according to functional, product-industry and qualification criteria.
Vertical division of labor. Because work in an organization is divided into component parts, someone must coordinate the group's work in order for it to be successful. In this case, the isolation of the management function comes to the fore, the essence of which is the purposeful coordination and integration of the activities of all elements of the organization. Someone must take on the responsibilities of a captain in order to determine the responsibilities of subordinates, plan, organize and control all structures and links of the organization.
Dependence on the external environment. This is one of the most significant characteristics of an organization. No organization can function in isolation, regardless of external reference points. They are largely dependent on the external environment. These are the conditions and factors that arise in environment regardless of the activities of the organization, affecting it in one way or another.
The general external environment (the environment of indirect influence) is the same for most organizations. It is formed under the influence of socio-cultural, economic, political, legal, national, and natural processes.
Environmental factors of the general external environment interact with the organization through environmental factors of the immediate business environment.
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Rice. 1.3. Factors in the external environment of the organization
(ovals - general external environment, rectangles - immediate business environment)
Characteristics of the external environment:
1) Mobility is a constantly changing system.
2) Difficulty – big number interrelated factors.
3) Unpredictability – difficulties in predicting the behavior of environmental factors, especially in the long term.
4) Interdependence of factors is when a change in one factor entails a change in another.
Internal environment organizations
Fig.1.5. The operating principle of the organization's management process (solid line - the influence of the process, broken line - the flow of information)
The organization should be seen as a means to achieve goals.
Goals are the final states or desired results that the work team strives to achieve. In practice, it is very rare to find organizations that have only one goal. Organizations that have multiple interrelated goals are called complex organizations. It is important that the goals set by the workforce are realistic and achievable.
Rice. 1.6. The process of putting goals into practice by an organization
2. General concepts"changes", "change management"
"Change" is key concept academic subject"change management". Those involved in management are well aware of the saying of the ancient Greek philosopher Heraclitus: “There is nothing more permanent than change.” In another interpretation, it sounds like this: “Everything flows, everything changes” or “you cannot enter the same river twice.” The ancient Greeks associated change with the natural movement of life, the change of seasons, life cycle person, etc. The very idea of human intervention in the natural course of events would sound blasphemous to them. Today change is understood differently. Of course, one cannot but agree that there are things that cannot be intentional changes. However, there are things that can be influenced to some extent by humans. At the same time, it should be emphasized that there are limits to this impact. Neither people nor organizations are completely adaptable.
Kurt Lewin is considered the pioneer of the systematic study of change. In the mid-1940s, he developed model of planned changes, which today is recognized as a classic and is used even by those who have never heard the name of its creator.
In Lewin's model, the organization is represented as an ice cube. The process of giving an organization a different form goes through three stages: unfreezing, changing, freezing. The model unjustifiably oversimplifies difficult process changes, presenting it as linear and static. But it was the simplicity of this model that made it popular among managers.
The imperfection of Lewin's model is obvious. Suffice it to say that organizations simply cannot be in a frozen state; they are constant movement. As for the stages of the process of acquiring a new state, there are no clear boundaries between them. It is more correct to talk about the overlap and interpenetration of stages. At the same time, organizational changes are not unidirectional; they occur simultaneously in several directions.
However, organizational change is not only about a new perception of the organization in people's minds. They have more specific characteristics. The fact is that an organization as such is defined by a set of characteristics that are associated with stable patterns of behavior both for the organization as a whole and for the people within it. If such a set of characteristics and patterns of behavior are absent, then there is no organization. Patterned behavior of members of an organization that is stable over time can be called the character of the organization.
The organization has the power and great opportunity to shape behavior not so much through coercion as through rewarding employees. Organizations always create conditions that facilitate some forms of behavior and hinder other forms of behavior. But this work is not just about “culture” (that is, what is in the heads of employees). It is primarily aimed at the formal characteristics of the organization, such as:
Distribution of roles and responsibilities;
Employee access to organization resources;
Organization of physical space or geographical placement of buildings;
Availability and accessibility of information;
Reward and incentive systems.
This “character” grows in the organization’s structure, systems and culture – the elements that contain the energy of the organization’s impact on its members, which ensures that it remains recognizable over time.
Changes in the nature of the organization cause certain shifts in the behavior of the entire organization. If there are no changes in the nature of the organization, then they are cosmetic, transitory and unpredictable in their impact on the organization. Thomas Kuhn (1962) calls them changes with a small letter. These are mainly quantitative changes. Qualitative changes associated with the concept transformation, those. modification of patterned behavior, change in the nature of the organization. T. Kuhn calls such changes “Changes with capital letters" "Change with a capital C" is a change in patterns. What has a unique, inimitable character does not apply to organizational changes.
Thus, change can be viewed as both a process and an outcome. The result is new patterns of behavior for the organization as a whole and its employees.
In a linear and therefore simplified way, change with a capital “C” can be thought of as consciously organized (intentional), planned, controlled process transferring an object in its own interests from state 1 (C1) at fixed time 1 (B1) to state 2 (C2) at fixed time 2 (B2).
C1__________________________________________________________C2
Rice. 1.7. Change process
To this we can add the following. Transformation is the accumulation over time of quantitative changes leading to the acquisition of a new quality by an object.
A planned change involves a change in the previously main direction of development of an object and a conscious choice as such of one of the peripheral directions.
Finally, from a process perspective, management organizational changes means creating conditions for the formation of a new character of the organization and modification of behavior patterns.
Today we are faced with a situation where the management of a company’s future development is determined not so much by its internal forces (board of directors, management, personnel, trade unions), but by numerous external influences(new laws, international competition, pressure from national and international “pressure groups”, constantly accelerating technological progress, elimination state borders etc.).
Organizations are now required to navigate their way through an environment where uncertainty is a constant and sometimes significant factor. All this allows us to draw an analogy with the crew of an airplane flying in conditions of a severe, unpredictable and seemingly endless storm. Sometimes the whirlwinds of the storm subside, and the crew has hope that everything has calmed down and returned to normal, but after a short period of time the plane finds itself in a new whirlwind. In the current global economic climate, will anyone dare to predict when the current period of uncertainty will end? Would anyone dare to demand from the pilot of an airplane flying in such weather conditions to control the storm? Most likely, they will ask him to reach the airport and land the plane. And everyone will understand that he is not able to maintain the usual comfort in the cabin, and will easily forgive him for the numerous shocks and bumps. Managers of many companies often experience conditions similar to those experienced by the pilot of such an aircraft, with the only difference being that their subordinates are much more critical of them than the aircraft crew and passengers.
Change management is a process of constantly adjusting the direction of an organization’s activities, updating its structure and searching for new opportunities. All these changes are caused by the constantly changing demands of domestic and foreign customers. Things are changing faster now than ever before, and that's why everything higher value acquires mastery of change management strategies.
Change management is primarily about managing people, so in change management it is necessary to pay attention to Special attention on employee motivation, teamwork and leadership. The changes affect the three most powerful driving forces business conduct:
Business qualities and
Professional skills.
Goals. If change threatens one's goals, the response will be “resistance.” If change contributes to the achievement of someone's goals, then it will be accepted with joy. When thinking about introducing any innovations to your organization, ask yourself the question: “Why do people come to work here every day? Does this change go against their goals or help them achieve them?” Create a “goal map” for your employees; this will allow you to identify the main reasons why your employees show up every day and work to the best of their ability. Start a dialogue about what will change with the necessary innovations and how to connect the planned changes and the goals that your subordinates are pursuing.
Business qualities. A person always needs to feel like a whole, harmonious person. Changes that may undermine such confidence will necessarily motivate the person to restore the status quo. The need for a feeling of inner harmony is one of the most powerful forces, working against making changes to the work of the organization and consolidating the results obtained. When does it occur serious need making changes to the usual way of working of the company, first of all ask each employee and the entire team as a whole: “Who are you? What are your main distinctive features as an employee? Start a dialogue about the impact the change may have on employee performance and how to transition to the new work environment with minimal disruption.
In order to effectively cope with the problem of maintaining internal harmony, it is necessary for management to find completely compelling reasons for introducing innovations that would be understood and accepted by all employees of the company.
Professional skills. When changes can lead to a loss of a person's ability to maintain control over himself and the situation, the person will perceive them as a threat to his existence and, figuratively speaking, a declaration of war. When change begins to loom on the horizon, start a dialogue about the impact it might have on job skills. Analyze what skills will be missing in the new environment and take the necessary steps to provide opportunities for employees to learn and avoid the feeling that your team is not qualified enough to work in the new environment.
Changes occur in compliance with certain patterns:
1. Change is not linear in nature; very often it is impossible to distinguish either their beginning or end. Change consists of a series of small steps toward greater goals that more and more employees take. Therefore, it may seem that change is happening in a disorganized manner and that it will continue forever. Very often it seems that the “light at the end of the tunnel” will never appear.
2. A large, impactful change in an organization's performance is made up of many smaller changes. Improving the organization's performance consists of paying more attention to working with clients, increasing labor productivity and increasing the employees' interest in their work. Improvement in one thing necessitates improvement in another. If the process has stalled, this does not indicate failure, but rather that it is necessary to start from the other side, from another area. Today we understand that there is no one right path. It is necessary to work in different areas towards one goal - the competitiveness of the organization in the future.
3. The process of change proceeds from top to bottom and bottom to top. The process must start from the top to provide overall leadership and from the bottom to encourage employee participation and win their support. Ultimately, change management is a collective responsibility of everyone who works in an organization. Otherwise, nothing will work. The entire organization must move forward towards a common goal.
4. Changes in the work of the organization have great value for each employee. The more serious the changes, the more important it is to give employees the opportunity to reconsider their views on life. To start an organization's work in new conditions, it is necessary that each employee first adapt to them and learn to work in them.
5. The use of evaluation systems is the key to a successful and continuous transition process to new work conditions. The more the organization's goals and objectives are quantified and the more dependent the implementation of these goals and objectives is on the productivity of each individual employee, the more likely it is that the process will go smoothly and without delay.