Browsing by Subject "Organizational change."

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Open Access
The institutional change towards a self managing organization case study: NEL Nuclear Electronics Company
(1992) Köseoğlu, Dilek
Toward 2000's the institution building process is a becoitiming phenomenon. The term institution is generally understood as a large bureaucratic organizations. From the extensive literature survey it is observed that little has been written from the human resources perspective and the issues of building a more participative democratic institutional culture in organizations. Basically, this thesis is about the potential impact of the institutional change process on the company culture. It analyses the degrees of institutionalization and resistance to this institutional change . The change process is based on the development of a participative democratic institutional organization of NEL Nuclear Electronics Company which was choosen as a case study.
Open Access
Interest groups and institutional evolution
(2011) Arasıl, Yavuz
This study proposes an original formal political economy model of institutional evolution to analyze the effects of evolving interest groups on institutional change by extending the model of Neyaptı (2010). Institutions are categorized as formal (F) and informal (N) institutions that exhibit different evolutionary patterns. N evolves with capital accumulation, as in learning by doing, and F is optimally chosen by a government who maximizes the weighted sum of the utilities of two different interest groups. The level of informal institutions, which represents business ethics, way of doing business or the level of technological know-how, differs for each group. F and N together define the production technology and affect the income level of each group. The model is such that institutions, as well as the levels of income and capital stocks are dynamically interrelated. The simulations of the model show that F exhibits a punctuated evolutionary path. This path is observed to be affected by income share of the institutions, income share of the capital, saving rate and cost of institutional change.
Open Access
A strategic analysis and reorganizational approach due to the changing market conditions for Biotek Medikal
(1998) Aygen, Mert
Biotek Medikal is operating in the service industry since 1986. It became a leading firm in importing and selling bio-medical instruments and disposables (single use); particularly for cardiovascular surgery (CVS) and cardiology. (CRD) In 1989, due to sales expansion, need for assistance in sales activities forced the company to expand the existing sales force. Branch offices in Istanbul and Izmir were opened in that period. Until then, service to other parts o f Turkey has been handled from the Ankara office. In 1990, a drop was recorded in sales. Unplanned expansion, lack of coordination in sales, the general manager's concentration on administrative issues rather than sales were the major causes of the drop in sales that year. The Gulf Crisis made the situation even worse by delays in shipments from suppliers and changing policies in payment schedules by reimbursement agencies. When the crisis started, the Health Budget funds were transferred to probable emergency cases in the Southeast. For the first time, Biotek experienced serious payment problems with its suppliers due to late collection o f its receivables . The biggest devaluation in the republic's history in April 1994 led to a further crisis in the medical sector due to import dominant structure. Shortly after this devaluation all health care reimbursement entities ran into financing problems which had an impact on local distributors and suppliers as well. This was a fast growing market and most of the other competing firms were also enjoying the market conditions before the reshaping of the relations o f hospitals with reimbursement agencies. Biotek is now facing the challenge of organizing its structure to adapt to the rapid growth of the firm and the changes in the industry. In addition, Biotek has to struggle with the government regulations dictating the policy change in payments of the state owned enterprises. Page 2 of 48 In terms of the basic elements of the strategic management process, the thesis focuses only on environmental scanning and strategy formulation. Reference 1 In the environmental scanning, the thesis analyses the opportunities and threats that Biotek Medikal faces in the medikal market. Here the task environment of Biotek Medikal is clarified by reference to the bargaining power of buyers and suppliers and the competition among the competitors. The environmental scanning analysis also addresses the internal environment of Biotek Medikal in which the strengths and weaknesses of the company and its competitors are examined through technical capacities, human resources, market relations etc. Reference 2 Based on the findings of the earlier chapters, the final chapter tries to formulate strategies for Biotek Medikal designed to improve the competitive position of the company's products within the medical disposable market. Here particularly the following points are questioned; Should Biotek compete on the basis of low cost or should it differentiate its products on some basis other than cost such as focusing on the most profitable product lines or, if present, finding market niches. In conclusion different alternative strategy formulations are evaluated in terms of Porter's competitive strategy i.e., cost focus, cost leadership.
Open Access
A study on business re-engineering in the Undersecretariat for Treasury
(1996) Akbaş, Arda
The answer to the proposition “Does Business Re-engineering Have a Chance at the Treasury?” would be a conditional yes. Any program for the complete organization would necessitate a government level back-up. Alternatively, re-engineering could be implemented on a departmental (or general directorate) basis, in which case operational level buy-in needs to be ensured by Treasury senior management and process redesign should involve top to middle management participation both in regard of knowlegde level and to minimize resistance to change. Certain re-engineering principles could be applicable the areas where Treasury needs improvement, especially strategic management to switch from reactive performance to proactive functioning. Achieving this requires a coordinated and well planned transition over a long term towards a totally new organization that truly generates policies rather than being involved with daily fire-fighting. The coordination should include government support and rule based relationships with other agencies. Once a clear and formal objective statement is defined, then concepts of process re-engineering could be employed to attain the objectives, provided that effects are simulated a priori.