Management tasks of small business firms are changing with time due to various forces in the business world (Schrodt, 2002). Some of these forces affect them as they enlarge their operations to bigger companies. Alterations to the most critical business operations in these companies have resulted from attempts to accommodate the imminent changes. The shareholders’ expectations change as the state of the business changes. Managers have to act accordingly, as per the nature of the force involved, to ensure the business continues to make a profit.
Internal factors involved are communication in a business that involves managers’ tasks changing to direct the direction of change, how the change will get carried out, and those involved. The time required to affect change; the number of employees number needed and the accounts and economic results expected after the change in the business are critical factors that require consideration. That is because; they have a direct impact on the operations and management tasks and decisions in the business. The level of dedication and effort the staff of the company are expected to show during the time of change is an important factor to consider. It is crucial for a company to meet the expectations of the stakeholders (Schrodt, 2002).
Demographic changes and changes in consumer buying patterns cause business managers to change the business operations to adapt to these changes. The legal and political issues on the rise due to the numerous policies being adopted in the business world, force managers to change the general operational routine of the business. They do that in order to comply with these laws and legislation (Ravasi & Schultz, 2006). Changes in the general economy as a result of inflation or interest rates forces the business to change its management tasks and operations. Technology changes and advances have pushed businesses to change how they operate by absorbing the latest technologies into their operations.
How change gets managed in a business is a key aspect of the way an organization responds to change appropriately and timely with emphasis being on managing the change instead of reacting to it. It gets achieved through changing to a dynamic way of undertaking the existing tasks. Also, changing the operations all together to a new way, or merging the existing and the new ways of conducting business in the organization is necessary (Needle & David, 2004).
With all these factors directly and indirectly affecting the business, the expectations of the businesses stakeholders get raised. They expect a business to make more profit after these changes have taken effect.
References
Needle, D. (2004). Business in Context: An Introduction to Business and Its Environment (4th ed.). Bedford Row, London: Thomson Learning.
Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433–458. Retrieved from http://amj.aom.org/content/49/3/433.full.pdf+html
Schrodt, P. (2002). The relationship between organizational identification and organizational culture: Employee perceptions of culture and identification in a retail sales organization. Communication Studies, 53(2), 189-202.
