Organisational change and conflict are two essential topics that engineering managers need to understand and have confidence in acting on, if they are to succeed in today's changing and increasingly competitive environment. This paper examines and dissects the elements of organisational change that almost inevitably result in conflict. Conflicts that impact on organisational change can act as a retardant to progress, creativity, innovation and productivity, and potentially precipitate the demise of an organisation. One of the many difficulties relating to organisational conflict is to define the division between conflict and competition. This paper explores what is known about the various states of conflict and presents an approach to addressing this problem, through identifying and subsequently managing institutional elements influencing organisational change and conflict.
Abstract:Organisational adaptation and transformative change management in technology-based organisations is explored in the context of collaborative alliances. A re-reengineering approach is outlined in which a new competitive adaptability five-influence analysis approach under conditions of collaborative alliance, is described as an alternative to Porter's five-forces competitive rivalry analysis model. Keywords: adaptability; competition; collaboration; disruptive technological change; reengineering; paradigm change; manufacturing.
This study proposes a model for a Quality Management System (QMS) for newly awarded service-support contracts. Data collected from service-support projects within the legal and Defence services sectors is analysed and demonstrates that five key constructs are required when devising an effective QMS for a service-support project. It is proposed that from the outset and throughout a project's life, the contractor can continually use key elements identified within the proposed QMS structure to provide the customer with their anticipated level of service and support whilst delivering an equitable return on investment for customers, contractor management, and associated stakeholders. The model can also be used as an organisational learning instrument and strategy lens to highlight potentials for significant improvements in the performance of service-support systems and to support the establishment and success of future projects.
This paper addresses the continuing convergence and integration of digital electronic media, and in particular, virtual reality as an exemplar phenomenal media. The author explores and further develops the theme that each of such media entails a specific lexicon or language of use that continually evolves. For this media to be effective, however, it must be widely understood within its community of practice. In this paper, virtual reality is discussed as an exemplar new-media application as a means of virtual representation or reflection of events or behaviours in the real world from a socio-technical perspective.
This paper addresses the continuing convergence and integration of digital electronic media, and in particular, virtual reality as an exemplar phenomenal media. The author explores and further develops the theme that each of such media entails a specific lexicon or language of use that continually evolves. For this media to be effective, however, it must be widely understood within its community of practice. In this paper, virtual reality is discussed as an exemplar new-media application as a means of virtual representation or reflection of events or behaviours in the real world from a socio-technical perspective.
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