By: Shawn Cox
Submitted: 2010-05-06 20:49:37 | Word Count: 396
Decision making is a critical component of organisational management and leadership. The ways, traditions as well as frameworks that organisations rely on to make decisions and deal with scenarios determine how far organizations can go in meeting the salient goals of growth, diversity and long term sustainability. The case scenario of Siebel is an impeccable case illuminating the critical and inevitable consequences of poor decision making processes made in unsound decision making models and frameworks. (Reichheld, F. 1990)
The events culminating from the poor decision making at Siebel as an organization show the great lack of the need to for Siebel to adapt and implement a sound change strategy. There are multiple factors that necessitate the implementation of the change process in the course of an organization’s course of existence. Organisational change has particularly been an area of keen interest in contemporary organisational studies owing much to the sweeping phenomenon of globalisation and remarkable strides in technological development. The change factor is an indispensable component in organisational management leadership thrusts nowadays for entities that understand the need to keep pace with evolving business environs.
Organisations must align themselves for the enhancement of their efficiencies, growth and sustainability among other micro and macro organisational goals. Various contributions have been made by various professional, researchers and scholars attempting to unravel the concept of change. Perhaps one of the lucid outlines of the concepts is that presented by (Schalk et al; 1998). The scholar posits that Organisational Change can be defined as empirical process that entails an organization’s multi-dimensional transformation in the dimensions including organizations' shape, size and state over time. The scholar underscores that this process actualizes after the implementation of new ways of "Thinking, functioning and operating” (Shafiroff, M. et al 1990, p. 24)
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Organisational change has particularly been an indispensable aspect in contemporary business realms. The change factor is an indispensable component in organisational management leadership thrusts nowadays for entities that understand the need to keep pace with evolving business environs. Siebel is not exception as it is evident that the enterprise has not prioritized change adaptability strategies and thrusts to champion the accomplishment of the company’s growth, competitiveness and sustainability goals.
Business enterprises, regardless of their size and operational capacities; must align themselves for the enhancement of their efficiencies, growth and sustainability among other micro and macro organisational goals.
