KOSOVO ECONOMY AND MANAGEMENT OF CHANGES

  • Baki Koleci University “Haxhi Zeka”, Peja
  • Redon Koleci National Military University, Veliko Tarnovo
Keywords: Managing change, organizational development, organizational change theories, financial perceptions, innovation perspectives and lessons, measures and goals

Abstract

Every day we are faced with changes, we love them or we do not want them. We are aware of the reasons for the changes, but we often can not understand it, and after it is over, we try to justify it. In some changes we can influence, some of us are causing them, while in those that we can not influence, we leave. One of us in the changes looks like excitement and opportunity from that situation to emerge victorious while others are frightened of everything that would change your habits. Similarly to organizations. By managing them people and how the managers find themselves in the changes will depend on the organization's report on the changes. Some will ignore the changes, some will cause them, and some will try to exist in the conditions of permanent change. But only what can we be confident is that the changes all happen and will not cease to happen unless we ignore it, and we have to conclude that only the changes are important.
In the broadest sense of change, we mean transitioning from a state (existing) to a new state (if it is worked for an individual, organization or society as a whole). Any organizational change is a change of organizational status between two time intervals while the process of organizational change is where that change is caused. Changes are core events that consist of many factors (hinterland, management, knowledge, desire for change, diversity, motivation, danger, etc.). This process is neither easy nor quick but so simple that it would be necessary to make the decisions, the timing, the initiative for the changes to take place, that the new choices begin to function, be maintained and brought in new quality. The operation of the new solution is only a phase of transition to further changes.
There are also so-called kalimith changes that are also called innovations. Innovations (in this regard) are smaller volumes. Although it is difficult to define the boundaries that when innovation goes beyond the line of importance which determines that it is possible to talk about changes, with all that in the midst of these phenomena there are certain changes. Peter Drucker thinks that joining innovations in traditional organizations does not succeed. Unspecified organizations need to create a variety of organizers, which requires organizational avoidance of issues that have been shown to be overcome, as well as continual advancement of all products, services and processes within the organization. This requires the use of success, especially novel, unplanned and systematic innovations. The goal of organizing the organization as a whole on the sales agenda is to change the mind-set mental community. Rather than seeing changes as a threat to employees, they should begin to experience it as a desirable opportunity.
Organizational changes are complex and very demoralizing phenomena. Every organizational change contains in its own different processes actions and events. After that, organizational changes can be viewed from many angles and perspectives. They can be classified in many different ways and according to many criteria. Different theoretical perspectives of organizational changes differ between each other depending on the type of organizational changes that are in their own focus.

References

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Kaplan, R.S., Norton, D.P.,(2008.) The Execution Premium: Linking Strategy to Operations for Competitive Advantage, Harvard Business Scholl Press, 2015.

Kotter, J., Leading Change, Harvard Business School Press, 1996.

Published
2019-07-26
How to Cite
Koleci, B., & Koleci, R. (2019). KOSOVO ECONOMY AND MANAGEMENT OF CHANGES. Knowledge International Journal, 32(1), 69 - 74. Retrieved from https://ikm.mk/ojs/index.php/KIJ/article/view/1405