Based on the research done this week one of the interesting topics learned was the shifting from the Old Success Factors to the New Success Factors in organizational behavior. Old Success Factors: For much of the twentieth century, four critical factors influenced organizational success: Size: The larger the company, the more it was able to attain production or service efficiencies, leverages its capital, and put pressure on customers and supplies. Role clarity: In order to get work done efficiently in larger organizations, tasks were divided and subdivided, clear distinctions were made between manager and worker, and levels of authority were clearly spelled out. Specialization: As tasks were subdivided, specialties were created or encouraged, to provide finely grained levels of expertise. Control: Given the fine distinctions between roles and specialties, most organizations, especially large ones, needed to create controls to make sure all of the pieces performed as needed, coming together properly to provide whole products or services. New Success Factors: The advent of the microprocessor, the dizzying speed of information processing and communications, and the arrival of the global economy have conspired to radically shift the basis of competitive success.
To a large extent, the old success factors have become liabilities, and the new success factors look very different from the old. Speed: Successful organizations today are increasingly characterized by speed in everything they do. They respond to customers more quickly, bring new products to market faster, and change strategies more rapidly than ever before. Flexibility: Organizations that move quickly are flexible.
The Research paper on Haier, an international icon: Success Factors and Market Challenges
Born out of Qingdao Refrigerator Factory in 1984, the Haier (pronounced “high-er”) Group is China’s largest home appliance manufacturer (Wang and Ong 2007), and the world’s fourth largest white goods manufacturer (Chen 2008). Haier was ranked first among China’s Top 10 Global Brands by the Financial Times in 2005 (Haier’s company facts 2008). It was also ranked ...
People do multiple jobs, constantly learn new skills, and willingly shift to different locations and assignment… Integration: Organizations that can shift directions quickly and flexible have processes that carry concepts of change into the institutional bloodstream, disseminating new initiatives quickly, and mobilizing the right resources to make thing happen. Innovation: Organizations that succeed in a world of rapid change find innovation essential. Doing today’s work n today’s way becomes quickly outdated. Inside the organization that I work, the old success factors were used when the company was in the first years of existence, now we are almost succeed using the new factors, and I said almost because some division of the company still thinking the “old way.” I never thought to look an organization the way that I learned in my research. Now I can see thing happen inside the company that before I did not understand, but now make more sense to me.
In addition, I will use some of the research that I found in order to accomplish my goals inside of my unit, trying to use more efficiently the tools that I already have.
