The document discusses key concepts in organizational theory, including:
- 9 cornerstones of organizational theory: goals, work, power/authority, size/complexity, design, environment, adaptation, technology, communication
- Types of organizations like service, production, government, and non-profits
- How organizational characteristics relate to each other and influence effectiveness
Organization and Management Guide,Chapter 8 Strategic Management by Stephen Robbins and Mary Coulter Management Book 12th Edition, Pearson Publication.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
Organization and Management Guide,Chapter 8 Strategic Management by Stephen Robbins and Mary Coulter Management Book 12th Edition, Pearson Publication.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
Part 1 organizations and organizational effectivenesssudarsono mr
Materi Pertemuan I Mata Kuliah Teori Organisasi bagi Mahasiswa Program Magister (S2) Ilmu Administrasi, Program Pascasarjana STIA Bina Taruna Gorontalo
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
the meaning of effectiveness and efficiency
the meaning of the organisation effectiveness
historical opinions
approaches
models
OE criteria for selecting constituencies
how do we increase OE
Part 1 organizations and organizational effectivenesssudarsono mr
Materi Pertemuan I Mata Kuliah Teori Organisasi bagi Mahasiswa Program Magister (S2) Ilmu Administrasi, Program Pascasarjana STIA Bina Taruna Gorontalo
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
the meaning of effectiveness and efficiency
the meaning of the organisation effectiveness
historical opinions
approaches
models
OE criteria for selecting constituencies
how do we increase OE
Organization development and change are professional fields of social action and the areas of scientific enquiry. The practices of organization development and change covers a wide range of activities and functions. Various areas that illustrate organization development and change Management are, working in co-ordination and integration with the other individuals, such as, employees, colleagues, supervisors, leaders, managers and directors, bringing about structural changes and processes that may influence the job satisfaction of the individuals. The study of organization development and change Management have reports a broad range of areas that have been taken into account in this research paper. The main purpose of researching upon these areas is to find out how effectiveness can be brought about in the implementation of functions within the organization. Bringing about innovative changes and transformations and implementation of tasks and functions towards the development of the organization are the main objectives of the personnel.
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
2. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Boundary/Environment 7. Adaptation and Change 8. Technology 9. Communication
3. Types of Organizations Service Production Governmental/Regulatory Professional Advocacy Fund Raising Religious Communal Total
4. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals: Unrealized state that org members deem desirable -- mission, products, services . . . OT: Challenge for orgs = Multiple goals (especially when they are at cross-purposes)
5. Organizational Characteristics: Cornerstones of Organizational Theory 1. Goals: Unrealized state that members deem desirable -- mission, products, services . . . Challenge = Multiple goals (esp when at cross-purposes) Resolution: Top management must (a) achieve balance between competing goals (b) clearly define and communicate goals Why? Design and maintenance of the organization Coordination Motivate members, increase identification w/the organization
6. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work Type(s) of activity needed to accomplish goals (jobs) Primary (line) versus secondary (staff) work OT: How should these functions relate?
7. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority Power = ability to influence successfully through individualfactors knowledge, skills, money, personality . . . Authority = influence through officialrecognition by/role in organization OT: What is relationship between these for organizational effectiveness? (e.g., leadership versus ‘managership’)
8. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity Success/opportunities --> org growth (including size of org) More members --> assigned to subunits & tasks (delegation) Delegation --> role elaboration (variance in jobs) Increased size and role elaboration --> org complexity (formalization in written rules, policies, procedures)
9. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design Role elaboration --> how units to be formed/fit together Decisions about form/fit --> org design (structure/process) Structure - e.g., hierarchical work arrangements Process - e.g., deciding work flow Design decisions --> work and unit differentiation Differentiation must be balanced by integration
10. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design (con’t) OT: What are the structures and processes that organizations utilize to promote integration?
11. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design (con’t) OT Integration mechanisms? mission, power & authority, control systems, job design, selection & training, reward systems, performance appraisal & feedback, job rotation, CFTs, site visits, socialization processes, retreats, strategic planning, communication (meetings, f-to-f, org wide strategic)
12. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Environment = all groups, norms, and conditions w/which org must deal -- critical to org’s inputs and for org’s outputs -- must have boundaries though which inputs/outputs pass
13. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Environment -- critical to org’s inputs and for org’s outputs -- must have boundaries though which inputs/outputs pass MANAGING INPUTS: market research, IS security, sales reports, legal counsel, planners’ & analysts’ activities MANAGING OUTPUTS: PR releases, distributions systems, trade agreements, non-compete clauses/contracts
14. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Environment 7. Adaptation and Change Orgs exist in turbulent environments w/ discontinuous change OT: How do orgs build in flexibility to deal w/ actual and potential environments? Mechanisms?
15. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Environment 7. Adaptation and Change Mechanisms to deal w/ actual and potential environments? strategic planning, internal task forces, consultants, philosophy, human resources, diversity initiatives, new product development, globalization, marketing plans, strategic internal and external communication
16. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Boundary/Environment 7. Adaptation and Change 8. Technology = The art and science employed in production/distribution of the organization’s goods and services Examples?
17. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Boundary/Environment 7. Adaptation and Change 8. Technology Examples? QWL, CPI, 360 Feedback, Six Sigma, Change Mngt, Plant Optimization, Inventory Controls, Tracking systems
18. Organizational Characteristics: Cornerstones of Organizational Theory (OT) 1. Goals 2. Work 3. Power and Authority 4. Size and Complexity 5. Design 6. Boundary/Environment 7. Adaptation and Change 8. Technology 9. Communication a) Often treated only as information transmission in OT b) Or as integration mechanism (coordination, cooperation) c) But also is symbolic exchange and sense making
20. How Does an Organization Create Value? Copyright 2007 Prentice Hall 20 Value creation takes place at three stages: input, conversion and output Inputs: include human resources, information and knowledge, raw materials, money and capital Conversion: the way the organization uses human resources and technology to transform inputs into outputs Output: finished products and services that the organization releases to its environment
21. Figure 1 – 1: How An Organization Creates Value Copyright 2007 Prentice Hall 21
22. Why Do Organizations Exist? Copyright 2007 Prentice Hall 22 To increase specialization and the division of labor To use large-scale technology Economies of scale: cost savings that result when goods and services are produced in large volume Economies of scope: cost savings that result when an organization is able to use underutilized resources more effectively because they can be shared across several different products or tasks
23. Why Do Organizations Exist? (cont.) Copyright 2007 Prentice Hall 23 To manage the external environment Pressures from the external environment make organizations the favored mode for organizing productive resources To economize on transaction costs Transaction costs: the costs associated with negotiating, monitoring, and governing exchanges between people who must cooperate To exert power and control
25. Organizational Theory, Design, and Change: Some Definitions Copyright 2007 Prentice Hall 25 Organizational theory: the study of how organizations function and how they affect and are affected by the environment in which they operate Organizational structure: the formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals
26. Some Definitions (cont.) Copyright 2007 Prentice Hall 26 Organizational culture: the set of shared values and norms that control organizational members’ interactions with each other and with suppliers, customers, and other people outside the organization Organizational design: the process by which managers select and manage aspects of structure and culture so that an organization can control the activities necessary to achieve its goals
27. Some Definitions (cont.) Copyright 2007 Prentice Hall 27 Organizational change: the process by which organizations move from their present state to some desired future state to increase their effectiveness
28. Figure 1-4: Relationships Among Organizational Theory, Structure, Culture, Design and Change Copyright 2007 Prentice Hall 28
29. Importance of Organizational Design and Change Copyright 2007 Prentice Hall 29 Dealing with contingencies Contingencies are events that might occur and must be planned for Gaining competitive advantage The ability to outperform other companies because of the capacity to create more value from resources Core competences: skills and abilities in value creation Strategy: pattern of decisions and actions involving core competences that produces a competitive advantage
30. Importance of Organizational Design and Change (cont.) Copyright 2007 Prentice Hall 30 Managing diversity Differences in the race, gender, and national origin of organizational members have important implications for organizational culture and effectiveness Promoting efficiency, speed, and innovation The better organizations function, the more value they create
31. Consequences of Poor Organizational Design Copyright 2007 Prentice Hall 31 Decline of the organization Talented employees leave to take positions in growing organizations Resources become harder to acquire Resulting crisis impels managers to change organizational structure and culture
32. How Do Managers Measure Organizational Effectiveness? Copyright 2007 Prentice Hall 32 Control: external resource approach Method evaluates how effectively an organization manages and controls its external environment Innovation: internal system approach Method allows managers to evaluate how effectively an organization functions and operates Efficiency: technical approach Method evaluates how efficiently an organization converts a fixed amount of resources into finished goods and services
34. Measuring Effectiveness: Organizational Goals Copyright 2007 Prentice Hall 34 Official goals: guiding principles that the organization formally states in its annual report and in other public documents Mission: goals that explain why the organization exists and what it should be doing Operative goals: specific long- and short-term goals that guide managers and employees as they perform the work of the organization