Goals

Specific action plans that enable the organization to achieve its goals and thus its purpose

• Inception
• High-growth
• Maturity-more mature, tne to become more formalized and thus more differentiated.
• Decline-possible, not definite outcome. Time to prevent decline changes is when things are going well

• Defines how job tasks are formally divided, grouped, and coordinated.
• The system of task, reporting, and authority relationships within which the work of the organization is comleted
• Form and function of organization activities and how organizations fit together

Organizational Structure

Key Issues to be address

• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization
• Decentralization
• Formalization

Differentiation

Org. Structure 

• Fragments the organization through specialization of labor
• Excessive differentiation can cause miscommunication, conflict, and politics

Integration

Org. Structure

• Pulls organization together through coordination of specialists
• Works toward common goal of ensuring coordination and can be accomplished

Work Specialization

Division of Labor

Dividing work into different jobs and different people

• Efficient use of labor
• Lower training costs
• Increased standardiztion and uniformity of output
• Increased expertise from task repetion

Creates problems when carried too far: Lower job satisfaction, decreased worker involvement and commitment

Departmentaliztion

(internal processes)

Jobs are grouped togther and allocated to work groups:

• Function-traditional business: marketing, org structure
• Process-job groupings, encourage specialization

Departmental

(External Processes)

Basis by which jbos are grouped together and allocated to work groups

• Product
• Geography-global, state, region
• Customer-large, med, small organizations

Centralization

Degree to which decision making is condentrated at a single point in the organization

• Highly centralized is when top managers make al the key decisions

When front line employees and managers make decisions

• Middle and lower level managers empowered to make important decisions

Degree to which jobs within the organization are standardized

• Degree to which rules and procedures shape employees jobs and activities
• Purpose: predict/control how employees behave in the job
• Explicit rules explained in the job description, policy and procedure manuals
• Implicit rules developed as employees become accustomed to doing things (unwritten rules)

Obligation to do something with the expectation of achieving some act or output

Assigned through Chain of Command

- managers can delagate responsability, but it isi ultimately responsablity of manger assigned

Power that has been legitimized within a social context.

Part of an official organizational role, from ownership in the organization

Mechanistic Structure

(model)

• Good in relatively stable environments
• strict rules, narrowly defined tasts, top-down communication
• High specialization
• Rigid departmentalization
• Clear chain of command
• High formalization

Organic Structure

(model)

• Flexible networks of muli-talented individuals that perform various tasks
• successful in unstable enviroment
• cross-functional teams
• cross-hierachical teams
• free flow of info
• wide span of control
• decentralization/low formalization

The way we do things in the workplace

Steps for Creating

Organizational

Culture

Formulating Strategic Value: basic beliefs about the orgs. enviroment, links orgs and enviroment.

Create Cultural Values: values employees need to have and to act on for the organization to carry out the strategic values

Create the vision: Picture of what org will be in the future. Protrays strategic and cultural values in future.

Initiate Implementaion Strategies: Builds values and initiate action to accomplish vision, devolop org design, recruting and training employees

Reniforce Cutural Behaviors of Employees: As they act out cultural values implement org. strategies. Employees learn culture through stories, rituals, language

Characteristcs of

Organizational Behavior

• Innovation and risk taking
• Attention to detail
• Outcome orientation
• People orientation
• Team orientation
• Aggressiveness
• Stability

• Boundary-defining roles: creat distinctions between one organization or another
• Conveys a sense of identity "oneness"
• Facilitates the generation of commitment-org commitment-individual commitment
• Enhances social system-social glue hold Org together
• Sense-making and control mechanism: guides/shapes attitudes and behaviors of employees

Gives members an organizational identity

-self-esteem, proud to be apart

Facilitates collective agreement

-Feel a part of the company, realize how you make a difference

Promote social system ability

-rules are established and adhered to

Shapes behaviors by helping members make sense of surroundings

-know the business, what is expected, how you fit in, future opportunites

Anticipatory socialization

Encounter

Change and Acquistion

• Phase occurs before the individual joins organization
• Info about the organization (right or wrong) that the employee knows
• Unrealistic expections are often formulated during this period

• This phase begins once the employment contract has been signed and is a time of suprises and sense making
• Advice from and getting to know co-workers
• Reality shock-newcomers feel of surprise after experiences unexpected situations or events

• Yields mastery of important tasks and resolution of role conflict
• understand people and the company

• Adaptive Change
• Innovative Change
• Radically Innovative Change

• Lowest in complexity, cost, and uncertainty
• Involves re-implementation of a change in the same organization until or implementation of a similiar change in a different unit
• familiar-so not threatening
• example-long retail hours during the holiday season

• Fall midway on the complexity, cost and uncertainy continuum.
• Unfamilarity and great uncertainty increase the amount of fear of change

• Complex, cost high, uncertainty high
• Most difficult to implement and most threatening to employees

Forces of Change

Internal

-human resource issue

-managerial behaviors and decisions

External

-Demographic characteristics

-Technological advancements

-Market changes

-Social and Political pressures

Forces of Change

People

• Senior Citizens (conservative)
• Baby boomers(more college education higher expectations)
• Post 1964-thoughts (no pension, more movement between jobs, less chance for SS, relant of long term savings)

• Change is a learning process
• There must be a motivation to change
• People are the root of all change
• Always resistance to change (fear of unknown)
• Effective change requires appropriate reinforcing practices-behavior and attitudes

Unfreezing: create motivation to change

-benchmark ( a company compares performance with that of higher performing organization)

Change: Movement to the new state

-decrease restraining forces that hinder movement from present state

Refreeze: make new behavior permanent and resist further change

-Establish sense of urgency

-Establish coalition wiht enough power to guide the change

- Develop a vision and strategy

-Communicate the vision and strategy (leaders must be model)

-Empower employees throughout the organization to act on the vision

-Generate short term wins

-Build on short term wins to consolidate improvements

-Insitutionalize the new approaches in the organization culture

Overcoming

Resistance to Change

- Employee participation

- Managers keep in mind:

         - organization must be ready to change

           - be honest, open and encourage discussion of change

           - employees perception/interprations affect resistance

-Mangers should:

   -Provide as much info about change as possible to employees

    - inform employees of reasons for change, address questions

Deals with planned change from the top management perspective

• identifies the need for change
• begins the problem solving/decision making process
• transformational mangers define goals for future
• alternatives/solutions

Continous Change

Steps

-Identify a change agent

   -can be from inside the organization

-Power source

    -internal agent(position of organization)

    -external agent (history/reputation of organization)

-Understanding change agents leadership

    - Implete lewin's change model

- During evaluation and control

     - access if changes are having effects(modify if necc)

-Transitional Management (systematically planning)