The flexible enterprise. (c2002)

Abstract

Jordan, a young and peaceful country in the heart of the middle east. Embracing ample opportunities and gracing a plethora of fertile chances. Recently, it has been granted full accession to the WTO; additionally, it enjoys various positive internal capabilities, mainly, having new young and dynamic leadership, which is increasingly stressing tl1e role of human resources and technology on market dynamics. The inextricable link between rapid teclmological change and the emergence of the global economy has created the necessity for profound change in tl1e way people and organizations work. As a result, the flexibility and agility in facing everyday emerging perplexity puts more emphasis on work place learning, which is arguably more strategic to the competitive advantage of both individuals and employers than ever. However, technologies and methodologies cannot transform a company, they can enable change; that is, make it possible. They can facilitate change; that is, it can make it easier. Again, they cannot cause change; ONLY people make change happen. People using their knowledge and skills shrewdly, are the only effective change agents for a company. Being the best involves being creative, disciplined, hard-edged, compassionate, aggressive, flexible and smart. Integrating these quality traits would ameliorate success opportunities. However, once success is attained, the natural desire is to preserve the status quo flares. Status quo and flexibility are natural enemies. The flexible enterprise concept is about discovering new ways to transform any business; to reinvent it from the inside out. It is a strength-based transformation process, benefiting from the inherent strengths. Strengths that are sufficiently present, not only in the products and processes, but also in the people. This research main objective is to assess the attitude and acceptance of the Jordanian managers to the flexible enterprise concept. Key to this acceptance is a better understanding oftoday's global workplace dynamics and cultivating a continuos organizational-learning environment. Adapting to components of change and dynamism, continuously learning and spreading acquired knowledge; all were tackled in this endeavor. This exploratory research has revealed that Jordanian managers exhibit a fairly acceptable understanding of the necessary components to build a flexible enterprise. The balance of the investigated strengths, weaknesses, and lacks, was slightly positive. The main characteristics pertaining to strategic planning, flexibility and certain change management factors are present among Jordanian managers. Yet on tl1e oilier hand, few fatal weaknesses are present as well, which -certainly- have to be ditched at all expenses- as soon as possible-. To establish flexible enterprises among Jordan organizations is practical and attainable. The necessary elements to embrace change are present. Proper managerial alignment is needed for dumping tile weaknesses and better refining and sculpturing tl1e lacks into strengtlls.