Jintesha is a bicycle manufacturing company. However, organizational management change in the structure of command and change in management philosophies has led to change in overall productivity of the company. The objectives of the organization should be periodically evaluated and changed in accordance with changes in the external environment (Al-Haddad, and Kotnour, 2015). The need to change objectives is usually found through a control system that should inform management about the relative effectiveness of the organization as a whole and of each unit separately. The structure changes in the course of the organizational process. Structural changes are necessary when there are significant changes in goals or strategies. For example, a large organization opens a new direction of activity, for this it creates a unit with primary responsibility for this activity and integrates the leadership of this direction with the leadership of the rest of the organization.
The company is headed by the director and a manager of production. All the other staff are below these two key positions.
For Jinteshi, the use of technology for manufacturing is highly used. The production staff all have used technology and innovation in production of Jinteshi bicycles. Technology and tasks change, that is, processes and schedules of tasks are undergoing changes, new equipment, new methods, standards and the nature of work are introduced. Technological changes may require modification of the structure and labor. For example, the use of computers often changes many of the functions of the organization’s staff (Benn, Edwards, and Williams, 2014).Changes in people mean a modification of the capabilities, attitudes and behavior of the organization’s staff. This may include technical training, preparation for interpersonal or group communication, motivation, leadership, performance evaluation, leadership qualifications, group formation, implementation of programs to improve job satisfaction, improve the quality of working life. Changes in people are especially difficult. To make changes in the people themselves, they must be coordinated with other changes, otherwise they will not be of use.
Pressure and motivation. Management must clearly understand the need for change, feel strong external pressure. Mediation and reorientation of attention. To make changes, management needs to be able to understand the problem, reorient and concentrate its attention on its essence (Carnall, 2018).
Diagnosis and awareness of the problem. Management must collect relevant information, identify the true causes of problems that dictate the need for change. This process begins at the top, and then gradually descends to the lower control level. But if management tries to identify a problem without using information from lower levels of the hierarchy, it will not be able to work out adequate solutions;
For marketing, Jinteshi uses adverts and promotional materials in its marketing strategy. Finding a new solution and commitment to its implementation. Recognizing the existence of the problem, management seeks a way to remedy the situation and finds some new solution. In most cases, management needs to obtain consent to change all those responsible for their implementation; reinforcement and consent. At this stage, it is necessary to motivate people to accept these changes.
It is necessary to convince subordinates that the change is beneficial both to the organization and to them personally (Cameron and Green, 2015). It is important to change the reinforcements by agreeing to innovations, recognizing, promoting, raising pay for higher productivity, and allowing those who are involved in the change to participate in the discussion of how it goes from the process, which problems arise, what amendments should be made. Employees’ participation in change management is a necessary condition for success (Clegg, and de Matos, 2017). There are three ways of distributing power in an organization that contribute to the success of changes: Often, top-level managers identify the problem, and lower-level staff participate in discussing the changes needed to address this problem;
Overcoming resistance to change. Any change in traditional methods causes resistance in people who are affected by these changes. The reasons for resistance to change should be identified, most likely – it is the uncertainty, the sense of loss and the belief that changes will not lead to good. Uncertainty generates risk, while over 90% of people are not inclined to it. Risk creates a sense of threat, and a person expresses his negative attitude towards change. The reason for the resistance is the feeling that changes will lead to personal losses.
For example, workers engaged in production may think that automation will lead to layoffs. The belief that for the organization the change will not solve the problems, quite often. For example, the manager may consider that the new automated information management system will be too complicated for users and will only make work more difficult. It is preferable to provide resistance to resistance before it occurs. Management should assess the probability of resistance and take measures to prevent it.
Organizational management theorists began to actively develop the concept of organizational development. As a result of its evolution, managers were able to formulate the following concepts, methods and procedures for the systematic diagnosis, planning, implementation and support of change in order to improve the effectiveness of the organization. The problem-solving process is related to how the organization evaluates and makes decisions about the opportunities and dangers posed by the external environment. It is the process of proposing, creating and maintaining under control the necessary changes that enable the organization to be viable, adapt to new conditions, solve problems and learn from its experience. • The culture of the organization is linked to its social system – these are the prevailing norms of behavior, feelings, attitudes and values ??of people working in the organization. The culture of the organization has a determining effect on the daily interaction of all employees and managers (Hosking, and Anderson, 2018). The culture can be classified and described by various parameters, for example, in the style of management, the treatment of people
The urgency of the work is conditioned by the fact that production is the most important component of any country. It is production that determines the standard of living. For successful competition in the domestic and world markets, manufacturers must have advanced technologies, appropriate organizational structures. There are numerous problems associated with changes in culture, management of information flows and policies in the field of human resources. All this is important for effective functioning, making profit from technological opportunities.
The organization of production, a complex of measures aimed at rational combination of labor processes with real elements of production in space and time with the aim of increasing efficiency, i.e. achieving the set tasks in the shortest possible time, with the best use of production resources.The efficiency of the organization of production is expressed in increasing the productivity of social labor, improving the use of basic production assets, reducing the loss of raw materials and materials and reducing production costs. A generalizing indicator of the efficiency of the organization of production is an increase in the value of the products sold per ruble of funds invested by the state in the work of this production link (Hosking, and Anderson, 2018).
|
Period & Capacity |
2022 |
2021 |
2020 |
2019 |
2018 |
|
Capacity sold |
6500 |
5800 |
0 |
0 |
0 |
|
Capacity purchased |
0 |
0 |
36,000 |
48000 |
57,000 |
|
Production % |
57% |
55% |
48% |
56% |
54% |
The subject of the work is the production process in the enterprise. The aim of the work is to study the theoretical aspects of increasing the efficiency of organization and management of production in the enterprise.
Objectives of work:
The structure of the work includes the introduction, the chapter “Theoretical Foundations of Organization and Management of Production” and the chapter “Methodological Aspects of Organization and Management of Production in the Enterprise”, conclusion and references (Hornstein, 2015).
Theoretical Foundations of Organization and Management of Production The essence of the concept and the basic principles of the organization of production. The task of the enterprise is to perceive “input” the factors of production (costs), process them and “output” to produce products (result). This kind of transformation process is referred to as “production”. Its goal is ultimately to improve what is already available, thus increasing the amount of funds available to meet the needs.
The production (transformational) process of Jinteshi is to convert costs (“input”) into a result (“output”); it is necessary to comply with a number of rules of the game.
Between the costs of “Input” and the result of “Output”, as well as parallel to this in the enterprise, there are numerous actions (“tasks are solved”), which only in their unity completely describe the production transformation process. Let us consider here only briefly characterized particular problems of the production transformation process (Larson, and Gray, 2015).
The production transformation process consists of individual tasks of supply (supply), storage (storage), production, sales, financing, training of personnel and introduction of new technologies, and management. In material production, there are two sides: productive forces and productive relations, forming in their unity the mode of production (Lewis, Passmore, and Cantore, 2016).The productive forces are the forces and means involved in social production. The most important constituent parts of the productive forces are people and the means of production. Means of production include tools and objects of labor. The object of labor is the object of application of human forces, all that is directed at its work, from which a finished product is obtained. This raw materials, basic and auxiliary materials, fuel, semi-finished products.
Industrial relations are relations between people in the process of production and distribution of material goods (Stouten, Rousseau, and De Cremer, 2018). The urgency of the work is conditioned by the fact that production is the most important component of any country. It is production that determines the standard of living. For successful competition in the domestic and world markets, manufacturers must have advanced technologies, appropriate organizational structures. There are numerous problems associated with changes in culture, management of information flows and policies in the field of human resources. All this is important for effective functioning, making profit from technological opportunities.
The organization of production, a complex of measures aimed at rational combination of labor processes with real elements of production in space and time with the aim of increasing efficiency, i.e. achieving the set tasks in the shortest possible time, with the best use of production resources.The efficiency of the organization of production is expressed in increasing the productivity of social labor, improving the use of basic production assets, reducing the loss of raw materials and materials and reducing production costs.
A generalizing indicator of the efficiency of the organization of production is an increase in the value of the products sold per ruble of funds invested by the state in the work of this production link.The aim of the work is to study the theoretical aspects of increasing the efficiency of organization and management of production in the enterprise.The structure of the work includes the introduction, the chapter “Theoretical Foundations of Organization and Management of Production” and the chapter “Methodological Aspects of Organization and Management of Production in the Enterprise”, conclusion and references.
The task of the enterprise is to perceive “input” the factors of production (costs), process them and “output” to produce products (result). This kind of transformation process is referred to as “production”. Its goal is ultimately to improve what is already available, thus increasing the amount of funds available to meet the needs (Turner, 2014).The production (transformational) process is to convert costs (“input”) into a result (“output”); it is necessary to comply with a number of rules of the game.
In practice, the following methods are used to reduce or eliminate resistance: 1) the transfer of information includes an open discussion of activities, conversations, speeches before the group, reports; 2) involvement of subordinates in decision-making enables employees to express their attitude to innovations; 3) facilitating and supporting employees in the event of changes – this includes emotional support for managers, additional rest time after a busy period, and training aimed at improving the skills of employees; 4) Negotiations to ensure the approval of innovations that imply that, in exchange for consent, they are offered material rewards or other incentives; 5) co-optation is the provision to a person who can resist resistance to change, a leading role in making decisions about the introduction of innovations and in their implementation – for example, an employee who is opposed to new technology is introduced into the commission determining which new equipment to buy; 6) maneuvering – it happens, the manager submits an offer to the employees, supposedly already approved by the management, and then, having secured their consent, presents it to their superiors; 7) coercion is a threat to deprive the work, promotion, professional development, increase of wages in order to obtain consent for changes (Van Den Hoven, and Litz, 2016).
Conclusion:
Jinteshi management organization change has made it very efficient and profitable in the production of bicycles. Marketing, pricing and production strategies are best handled by the efficient management. A generalizing indicator of the efficiency of the organization of production is an increase in the value of the products sold per ruble of funds invested by the state in the work of this production link (Wang, 2018). This may include technical training, preparation for interpersonal or group communication, motivation, leadership, performance evaluation, leadership qualifications, group formation, implementation of programs to improve job satisfaction, improve the quality of working life.
References:
Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), pp.234-262.
Benn, S., Edwards, M. and Williams, T., 2014. Organizational change for corporate sustainability. Routledge.
Carnall, C., 2018. Managing change. Routledge.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Clegg, S. and de Matos, J.A. eds., 2017. Sustainability and organizational change management. Routledge.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hosking, D.M. and Anderson, N., 2018. Organizational change and innovation: Psychological perspectives and practices in Europe. Routledge.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Lewis, S., Passmore, J. and Cantore, S., 2016. Appreciative inquiry for change management: Using AI to facilitate organizational development. Kogan Page Publishers.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures. Academy of Management Annals, 12(2), pp.752-788.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
Van Den Hoven, M. and Litz, D.R., 2016. Organizational Metaphors and the Evaluation of Higher Education Programs, Management Practices, and Change Processes: A UAE Case Study. In Systemic Knowledge-Based Assessment of Higher Education Programs (pp. 43-68). IGI Global.
Wang, H., 2018. Effect of Perceived Organizational Virtuousness on Challenge-Oriented Organizational Citizenship Behavior: A Dual Mediation Model. American Journal of Industrial and Business Management, 8(06), p.1536.
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