Introduction
To begin with, it should be stated that the driving forces, which affect business performance may be different, and depend on the surrounding business environment. Nevertheless, the most essential factors, which influence the business structure are the merging of the companies, and the managerial principles.
Discussion
As for the driving forces, which are generally described as the most essential and powerful, it should be mentioned that these forces are generally linked with essential changes in the structure, which cause the modifications in the organization system.
Thus, the most important force is sustainability. Devinney and Kabanoff (2007) in their research emphasize the following notion: “Sustainability is emerging as a guiding paradigm to create a new kind of built environment: one that meets the needs of humans in the present without compromising the ability of future generations to meet their own needs. However, despite legislative and social pressures to increase the environmental and resource-friendliness of our built environment, many construction organizations continue to operate in a “business-as-usual” fashion, failing to realize the potential advantages of taking a proactive approach to sustainability.”
From the point of view of this notion it is necessary to mention that the incorporation of sustainability should be regarded as the ruling principle, as the business activity requires essential and firm strategy for successful activity.
Another driving force is the leadership. Originally, the issues of leadership, both formal and informal, influence the structure of any organization. There is no necessity in examples, as this rule is common for all the teams, moreover, it is impossible to find out who is an informal leader in a company, and what his or her impact is. The leader is engaged in the process of performing structural improvements – a process, which assists in the sphere of effective implementation of structural changes for the better performance of the team in particular and organization in general. As Milgate (2004) emphasized “By involving those people delivering and using the service, the organization gains access to a greater range of information and generates increased support and commitment.”
Communications may be regarded as the internal driving force and the tool for changes. Originally, any process is impossible without communication, as the team should be closely tied by the means of communication. It is often emphasized in the researches that communication is the engine for the success, as it performs various functions, which are essential in any business activity.
The allover improvement of the services and business functions is the internal force, which promotes the development of the external forces (either negative or positive). According to Masona and Chang (2005) it is necessary to emphasize the following: “Employee involvement in the process of change will lead to the more effective implementation of that change within the organization. A real process of employee involvement will enable organizations to deliver change quicker, more effectively and with the active support of their workforce.” Consequently, improvement is the synonym of success and blossom.
Conclusion
Finally, it is necessary to mention that the driving forces, which cause the organizational changes may be different, and depend on the profile and the aims of the organization. Originally, these forces are stated in the mission objectives of any organization.
References
Devinney, T., & Kabanoff, B. (2007). Doing What They Say or Saying What They Do? Australian Organisations’ Signals of Performance and Attitudes. Australian Journal of Management, 24(1), 59.
Kayrooz, C., & Trevitt, C. (2005). Research in Organisations and Communities: Tales from the Real World. Crows Nest, N.S.W.: Allen & Unwin.
Mason, C. M., Chang, A. C., & Griffin, M. A. (2005). Strategic Use of Employee Opinion Surveys: Using a Quasi-Linkage Approach to Model the Drivers of Organisational Effectiveness. Australian Journal of Management, 30(1), 127
Milgate, M. A. (2004). Transforming Corporate Performance: Measuring and Managing the Drivers of Business Success. Westport, CT: Praeger.