09+Resilient+Org

=Resilient Organization - - المؤسـسـة المنـيـعـة - - -> Flexability, Adabtability Org. Redesign=

=**Re-engineering**=

The application of technology and management science to the modification of existing systems, organizations, processes, and products in order to make them more effective, efficient, and responsive.
= Re-engineering can be carried : = at the level of the organization at the level of the organizational processes or at the level of the product and services that support an organization activities ys

= Business process re engineering = 1 - start again in the establishment of the company or organization. 2 - replacement of old systems technology and modern systems . 3 - change the vision and strategic objectives of the company or organization.

We can define Re engineering as: A set of sweeping changes in the root and the corporate restructuring and operations forthe advancement of the company to direct a new or better performance or to resolve the crises and problems that may lead to the demise of the company

= Advantages of business process re-engineering : = 1 - good for the exploitation of resources 2 - goals and a clear vision and specific . 3 - integrate a range of jobs in one position . 4 - to reduce costs. 5 - use of advanced technologies making it easier to achieve business efficiency andhigh speed. 6 - keep up with the market and competitors ( <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">start from where <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">others have ended <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">). <span class="hps" style="background-color: #f5f5f5; color: #800000; font-family: arial,sans-serif; font-size: 16px;">7 - to restore confidence to customers and employees in the company's products = = = <span class="hps" style="background-color: #f5f5f5; color: #ff00ff; font-family: arial,sans-serif; font-size: 16px;">Some Tips before you begin the process of <span class="hps atn" style="background-color: #f5f5f5; color: #ff00ff; font-family: arial,sans-serif; font-size: 16px;">re- <span style="background-color: #f5f5f5; color: #ff00ff; font-family: arial,sans-serif; font-size: 16px;">engineering <span class="hps" style="background-color: #f5f5f5; color: #ff00ff; font-family: arial,sans-serif; font-size: 16px;">business: = == **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">2 - Configure a multidisciplinary team for BPR must be the owners of the technical and managerial disciplines <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">. ** == ==  **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">3 - well thought out plan <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">, including <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">the possibilities of success and failure in this process **  == == **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">4 - a case study company in terms of BPR implementation plan <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">( <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">gradually implemented?, Apply <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">one step <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">?). ** == ==  **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">5 - Develop a budget less possible for the process of BPR for companies that are located in the circle of danger ** <span style="background-color: #f5f5f5; color: #800080; font-family: arial,sans-serif; font-size: 16px;">**- Danger zon** <span class="hps" style="background-color: #f5f5f5; color: #333333; font-family: arial,sans-serif; font-size: 16px;">e  ==
 * <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;"> 1 - defining the goal of re-engineering the company. **

=<span style="color: #008000; font-family: arial,sans-serif; line-height: 24px;">Business process Re engineering cycle : =

**2-analyze these process** <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 24px;">If appropriate to the company or not
<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 24px;">3- **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">The formation of these processes and solutions solve the crisis in the company ** === **<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">4- ****<span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">Test whether these solutions will solve the crisis the company or not ** ===

** 5- start the implement **
=__*What is the difference between the <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">re- <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">engineering <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">of business and <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">re- <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">design <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">and re- <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">structuring of <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">the company: **__=

== <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">Re- <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">engineering <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">business is on one level <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">, such as <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">the company <span class="hps atn" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">processes ( <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">design, production and <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">marketing <span style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">) or <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">at the organizational level in order to make them more efficient, effective and responsive == == <span class="hps" style="background-color: #f5f5f5; font-family: arial,sans-serif; font-size: 16px;">The redesign of the Foundation shall be at the level of the institution as a whole to raise them again ==

=

= <span style="background-color: #ffffff; color: #f60e9a; display: block; font-family: "Times New Roman",Times,serif; font-size: 65px; text-align: left; vertical-align: sub;">Restructure <span style="background-color: #ffffff; color: #f60e9a; font-family: 'Times New Roman',Times,serif; font-size: 26px;">by Zeina

What is Org. restructure ?? Def. is the corporate management term for the act of reorganizing the legal, ownership, operational, or other structures of a company for the purpose of making it more profitable, or better organized for its present needs.

Prime reasons for organizational restructuring

** Changing nature of the markets **

 * <span style="color: #404040; display: block; font-family: "Baskerville Old Face"; font-size: 14px; text-align: left;">The continuous innovations in technology, product, work processes, materials, organizational culture and structure
 * <span style="color: #404040; display: block; font-family: "Baskerville Old Face"; font-size: 14px; text-align: left;">Various actions of work force values, global competitors, demands and diversity
 * <span style="color: #404040; display: block; font-family: "Baskerville Old Face"; font-size: 14px; text-align: left;">Ethical constraints and regulations
 * <span style="color: #404040; display: block; font-family: "Baskerville Old Face"; font-size: 14px; text-align: left;">Individual transition and development of the business

<span style="background-color: #ffffff; color: #ff5c9c; display: block; font-family: "Times New Roman"; font-size: 53px; text-align: left;">**<span style="font-family: 'Courier New',Courier,monospace; font-size: 23px;">How To Make Restructuring Work ** ===** Design. What type of restructuring is appropriate for dealing with the specific challenge, problem, or opportunity that the company faces? **===


 * 1) <span style="color: #ff5698; display: block; font-family: "Century Gothic"; font-size: 12px; text-align: left;">**Execution . How should the restructuring process be managed and the many barriers to restructuring overcome so that as much value is created as possible ? **
 * 2) <span style="color: #ff5698; display: block; font-family: "Century Gothic"; font-size: 12px; text-align: left;">**Marketing**** How should the restructuring be explained and portrayed to investors so that value created inside the company is fully credited to its stock price? **

<span style="background-color: #ffffff; color: #ff388c; display: block; font-family: "Wingdings 2"; font-size: 10px; text-align: left;"> <span style="background-color: #ffffff; color: #ff388c; display: block; font-family: "Century Gothic"; font-size: 30pt; text-align: left;">Getting to effective Organizational Restructuring. <span style="background-color: #ffffff; color: #ff388c; display: block; font-family: "Wingdings 2"; font-size: 10px; text-align: left;"> <span style="background-color: #ffffff; color: #ff388c; display: block; font-family: "Wingdings 2"; font-size: 10px; text-align: left;">
 * ======  Assess the impact of internal and external factors causing change on the business strategy. ======
 * ====== Commit to a new business strategy to address the changes in market, technology, regulations, etc. ======
 * ====== Assess as-is business processes to determine the impact of change on the organization. This will include the impact of process changes on existing roles. This will define the ‘gaps’ in existing roles which will make any structural changes effective. ======
 * ====== Design / align roles to support the changes in the business. ======
 * ====== Develop and execute an organizational change management plan to address and define the drivers of any structural change, as well as the impact on the business of the change options. ======
 * ====== Define performance metrics. Measure before and after the change to ensure that the change is effective. ======
 * ====== Understand the cost of organizational change. ======

**//Employee Responses to Organizational Change ://**

Employees react to organizational change in a variety of ways—some positive and some negative. It is important for managers and supervisors to understand that these reactions are simply a normal part of the process employees go through during periods of change. The following are some typical responses to be aware of:

1. **"Not me!"** When employees are asked to do a different job or change the way they currently do a particular job, they may respond by saying, "Not me!" They may suggest that someone else is better suited for the job, or deny that they themselves are capable of making the proposed change. This initial reaction is a result of the satisfaction these employees have with the status quo, and their fear of the unknown.

2. **"What will this do to my job security?"** It is natural for employees to view change first from the perspective of their own job security, and second from the needs of the organization. Employees can’t help but wonder what will happen to their jobs if technological advances are introduced or if downsizing creates organizational restructuring. Will the changes result in less work for them, or even do away with their jobs altogether? Employees are also concerned about what financial impact the changes will have on them.

3. **Anger** Some employees are so resistant to change that they become frustrated and angry. Their anger may be repressed, causing an increased stress level; or overt, resulting in emotional outbursts. Whether repressed or overt, anger is a typical reaction when employees feel a loss of control over their work environment, or worry that their job security is being threatened.

4. **Gossip** Gossip, always an organizational challenge, often escalates during periods of change. Employees who feel a loss of power and control may respond with frustration, anger and disbelief—and resort to vicious gossip or "back-stabbing" activities. Unfortunately, this gossip is detrimental to a positive forward thrust during change.

5. **“Who's in charge here?"** When a company is restructuring, it is natural for employees to question leadership. Employees who will be working for a new supervisor when the change is implemented may experience difficulty changing their allegiance from one leader to another. And when employees have not been kept in the communication loop and thus do not see the positive results of the changes, they are likely to question the wisdom of the new leadership.

6. **Panic!** Some employees, finding comfort in a predictable routine, panic at the mere mention of change. They worry about changes in the way they normally proceed with their jobs. They may resist, not out of stubbornness, but out of fear about how the changes will impact them personally. They may be too plagued with panic to deal rationally with the “new regime,” and some may actually become physically ill.

7. **"I quit!"** There may be employees who elect to quit rather than make the needed changes. Unfortunately, changes going on in one organization are typical of those going on in other organizations. Electing to stand on one's principles and fight change by quitting often makes the point, but usually at a cost to the employee, not the organization.

The following positive responses to change usually come from employees who feel a high degree of self-esteem, personal competence and self-confidence. These employees typically have the ability to remain open-minded in response to change, and to view it as a positive thing—for them personally and for the organization. When in alignment with their supervisors, employees with this positive attitude can help support and sell organizational change to other employees. Here are some typical positive responses:

8. **"This is a challenge!"** Some employees view change as a challenge, but are sure they can rise to the occasion, since they feel they have what it takes to be contributing team players when the change affects their work world. They remain open to new ideas, ask questions and feel confident in their ability to acquire the knowledge needed to complete the task. They exhibit a "can do" attitude in their approach to change. They may admit that the task is difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they are committed to rising to the challenge!

9. **Enthusiasm** Some employees naturally approach life and challenges more enthusiastically than others. Enthusiastic employees embrace change. Instead of trying to pick apart a proposed change and find all the ways it won't work, they see it as a natural part of an organization's evolution. Supervisors lucky enough to have enthusiastic employees need to support and nurture them, because their enthusiasm can infect other employees and help make the implementation of change much more palatable for everyone.

10. **"Maybe I could adjust to this change . . . ."** Not all employees embrace change enthusiastically or jump out of their seats ready to accept the challenge. Some watch from the sidelines--but remain open-minded. After a period of observation, they may agree to give the change a chance. While they may not be eager participants in the change process initially, they at least acknowledge the possibility of adjusting to the change. They express a willingness to learn new techniques and procedures and do not sabotage change activities.

11. **Positive Vision** Finally, there are employees who look at the bigger picture and visualize the possibilities. Their positive attitude toward change is based on a broader awareness of the marketplace, the specific industry and their competitive position in it; and an absolute trust in their company's leadership. Because they feel positive about the company's future, these employees generate a positive vision to their coworkers and encourage them to have trust during times of change and confusion.

<span style="background-color: #ffffff; font-family: Arial,Helvetica,sans-serif; font-size: 14pt;">**flexibility:**

** Investing in the right network technology can give you the organizational ** ** flexibility ** ** to react quickly to market changes, meet new customer demands, collaborate globally, and be more profitable. Consider how organizational ** ** flexibility ** ** can help your IT department: **
 * ** Help you grow your customer base by selling into new geographies. **
 * ** Source projects in new regions to cut operational costs and introduce products faster. **
 * ** Get employees, customers, partners, and suppliers to collaborate no matter where they may be physically located. **
 * ** Make it easy to find resources and expertise. **
 * ** Operate more transparently and adhere to good governance practices. **



<span style="background-color: #ffffff; color: #9200ff; font-family: Helvetica,Arial,sans-serif; font-size: 1.4em;">Any small business owner knows how important it is to stay flexible, especially in an economic downturn, and yet many organizations are plagued with a surprising lack of elasticity. Inflexibility is something that easily creeps into a business—especially in industries that are static. But such rigidity can contribute to forced flexibility measures in the form of layoffs, pay cuts, rolling back of company perks, etc. After implementing such measures, it is hard to get employees to perform at a high level because of fear and insecurity about what the future may bring. <span style="background-color: #ffffff; color: #9200ff; font-family: Helvetica,Arial,sans-serif; font-size: 1.4em;">Consider the following three suggestions to help you keep your company flexible:

<span style="background-color: #ffffff; color: #9200ff; font-family: Helvetica,Arial,sans-serif; font-size: 1.4em;">**1. Always look for a way to be innovative** with your product or service. Look at everything that goes on in your organization and your industry. No matter how static you think your particular industry is, continue to pay attention to what’s going on around you and continue to strive to think outside the box. <span style="background-color: #ffffff; color: #9200ff; font-family: Helvetica,Arial,sans-serif; font-size: 1.4em;">**2. Listen to all ideas that circulate in your company.** You never know when the next big thing is going to hit or where it will come from. Listening to input and feedback from your employees can give you insight into many different channels. <span style="background-color: #ffffff; color: #9200ff; font-family: Helvetica,Arial,sans-serif; font-size: 1.4em;">**3. Never become complacent.** Complacency is the easiest way to fall into the inflexibility trap. No matter what your industry, you need to be ready to adapt to changes that will inevitably come. No industry stays stationary forever.

<span style="background-color: #ffffff; color: #ff00cd; font-family: Arial,Helvetica,sans-serif; font-size: 10pt;">**Why Do Employees Need Flexibility?**
<span style="background-color: #ffffff; color: #333333; display: block; font-family: Arial,Helvetica,sans-serif; font-size: 10pt; text-align: left;"> Catalyst defines flexibility in its broadest terms: variations in the time and place of work, in both the short- and long-term, on a formal and/or informal basis


 * 1) To have uninterrupted time to complete certain tasks and to accommodate urgent work requests
 * 2) To be available to colleagues and clients in other time zones
 * 3) To address life interests and needs put aside during periods of heavy workload
 * 4) To avoid long commutes
 * 5) To care for children or sick family members
 * 6) To exercise, engage in hobbies and community activities
 * 7) To transition from full-time work to retirement
 * 8) To pursue additional education or certifications

== <span style="color: #ff00d3; font-family: Arial,Helvetica,sans-serif; font-size: 10pt;">**What Are the Benefits of Workplace Flexibility?** ==

<span style="background-color: #ffffff; color: #9200ff; font-family: Arial,Helvetica,sans-serif; font-size: 10pt;">Flexibility is a powerful—and often underutilized—tool for becoming an employer of choice and increasing work productivity and effectiveness. Offering flexibility allows companies to recruit the best talent and retain experienced and valuable employees. It also helps to boost employee satisfaction, engagement, and morale. A flexible work environment can be the difference between employees that feel energized, committed, and ready to go to bat for you and those that feel burned out, unsupported, and ready to walk out the door at the first chance they get. In addition, flexibility simplifies work processes and focuses on output. In so doing, it encourages employees, managers, and work groups to work more creatively and effectively. Flexibility shines the spotlight on leadership capabilities such as crystallizing and communicating priorities, setting the stage for thoughtfully executing plans, encouraging teamwork and coordination, and harnessing employee talents to drive results.

<span style="background-color: #ffffff; color: #333333; display: block; font-family: Arial,Helvetica,sans-serif; font-size: 12px; text-align: left;">

<span style="background-color: #ffffff; color: #ff00cd; font-family: Arial,Helvetica,sans-serif; font-size: 10pt;">How Can Managers Create and Support Flexible Work Cultures? <span style="background-color: #ffffff; color: #333333; display: block; font-family: Arial,Helvetica,sans-serif; font-size: 10pt; text-align: left;">Cl early, workplace flexibility is more than a change in schedule. It is a way of thinking and working that seeks to help employees make their best contributions and simultaneously manage their personal lives. Companies that understand the business rationale, engage their employees in identifying innovative solutions, and create tools for managers and individuals will excel in this time of great change. The following are suggestions for helping managers create and support the most effective kind of flexibility.


 * 1)  Learn about your company’s flexibility policies, programs, and resources, and disseminate information to educate your employees about what is available.
 * 2)  Develop strong and consistent messaging about flexibility as a work effectiveness tool, communicating your organization’s support for flexibility.
 * 3)  Initiate open, honest discussions about workplace flexibility and effectiveness with your team, and empower your employees to suggest alternative ways of working to better address work/life needs.
 * 4)  Evaluate management practices and challenge unspoken norms that reward “face-time” over results.
 * 5)  Adapt organizational systems to ensure that performance is measured based on outcomes, not hours.