FEATURES DECISION-MAKING AND PROBLEM DIAGNOSIS OF CHANGE MANAGEMENT IN LARGE ORGANIZATIONS

Abstract

In practice, the management of strategic change in large enterprises often have problems characterized by fundamental ambiguity and confusion . They can not be explained in terms of assumptions about the rationality of human behavior [1]. The presence of such problems significantly affect the quality of managerial decisions in the strategic change . Both "hard " and "soft" approaches to change management have significant limitations in such situations. These approaches do not give the expected results when involved in the changes stakeholders have inconsistent view of the situation and thus have the same ( or comparable ) influence and resources . In such cases, a compromise is unlikely, and changing encounter insurmountable obstacles . This explains the relevance of the study of the mechanism of creation of such situations , and develop recommendations for their diagnosis and possible avoidance.

Keywords

• development scenarios
• strategy changes
• cognitive