Dynamics of Organizational Change

Maximo Flores-Cabezas,Brian Meneses-Claudio,Desiree Flores-Moya

doi:10.14569/ijacsa.2020.0111061

Maximo Flores-Cabezas, Brian Meneses-Claudio + Show 1 more

Open Access

https://doi.org/10.14569/ijacsa.2020.0111061

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Abstract

In this research, the evolution of change in an organization, due to continuous changes in the market, is disclosed in a qualitative and quantitative way. The changes developed in the organizational structure were aimed at the search for a flexible, dynamic and agile organization, which would allow adapting to the demands of increasingly informed customers, this engine of change called customer required the company to develop a flexible organizational structure. For this, the key concepts were reviewed, such as: systems, processes, activities, modeling and the use of the Systems Dynamics tool for the elaboration of the causal diagram and flow diagram, which allowed to identify, analyze and evaluate the variables that affected each stage of organizational change. The evolution of the change that the organization developed was carried out in an unplanned sequential manner, in the following stages: first a vertical organization, second an organization by processes, third a focused organization, fourth a modular organization and later a flexible organization, which allowed adapt to changes in customer orders, orders that each time increased in the characteristics of the product model, but decreased in quantities. The changes developed by the organization allowed to increase the response speed in order delivery by 43%.

Highlights

The present research work explains the evolution of the organization of an XXX textile-clothing company, in which the level of change in the behavior of its organizational structure was analyzed [1,2], as a result of the level of change in demand in the market
The company was developed through a vertical structure in a traditional hierarchical and highly bureaucratic way, it was formed by the administrative areas considered as support, and the operational areas that carried out from the storage of raw materials and supplies, transformation to packaging for the obtaining the final product, which are clothing
The company was considered as a system that consisted of a set of productive resources, led by management, decision-making was centralized, as well as the administrative area, the control of this area was done by management, this type of organization [3,4] gave results when the company was in its infancy, but due to the increase in demand for orders, the company began to expand its production capacity by increasing its infrastructure, machines, equipment and personnel for the different operational and administrative areas, it was becoming increasingly clear that the company required new organizational models

Summary

Introduction

The present research work explains the evolution of the organization of an XXX textile-clothing company, in which the level of change in the behavior of its organizational structure was analyzed [1,2], as a result of the level of change in demand in the market. The company was considered as a system that consisted of a set of productive resources, led by management, decision-making was centralized, as well as the administrative area, the control of this area was done by management, this type of organization [3,4] gave results when the company was in its infancy, but due to the increase in demand for orders, the company began to expand its production capacity by increasing its infrastructure, machines, equipment and personnel for the different operational and administrative areas, it was becoming increasingly clear that the company required new organizational models. The company exports garments to the US, Canada among other countries, in a greater proportion to the US These clients requested garments through a contract, their orders were greater than 5,000 garments per model with little variability in color, and type of fabric, it could have one type of application: print or embroidery, or both. The nature of this relationship is one of interdependence because all parts of the system affect and are mutually affected” [5]

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