This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document discusses organizational effectiveness and approaches to measuring it. It defines organizational effectiveness as an organization's ability to achieve its objectives. Three common approaches to assessing effectiveness are discussed: external resource approach, internal system approach, and technical approach. The external resource approach focuses on controlling external resources and the environment. The internal system approach evaluates internal functions and operations. The technical approach deals with converting resources into goods and services. Multiple methods of measuring effectiveness are also presented.
The document discusses the evolution of organizational theory from mechanistic to contemporary approaches. It describes Frederick Taylor's scientific management approach from the early 1900s which emphasized standardizing jobs and measuring worker efficiency. This led to bureaucratic organizations. The Hawthorne studies from the 1920s-1930s showed that social factors impact worker productivity more than was previously understood, shifting thinking to the human relations movement. More recent contingency theory argues there is no single best way to organize and the structure depends on external environmental factors. Mintzberg identified five parts of organizations and five common structures that vary based on the degree of specialization and standardization versus flexibility.
1. Organizing as a process considers several factors including ensuring the organizational structure reflects objectives, plans, and authority given to management.
2. The organizational structure should also reflect the external environment and consider people's limitations, customs, and traditions when grouping activities and assigning authority.
3. Proper organization is the backbone of a successful enterprise and the solid foundation upon which the entire business is built.
This document provides an overview of key concepts related to understanding organizations. It defines an organization as a group of people united by a common purpose. Organizations have features like two or more persons, common goals, division of work, and communication flowing downward. The process of organizing involves prescribing formal relationships among people and resources to achieve goals. An organization can be compared to a living organism in order to understand its history, context, relationships, problem-solving abilities, image, and habits. Managers plan, lead, organize, and control organizations by accomplishing tasks through others, making decisions, allocating resources, and achieving goals. Organizational structure consists of elements like the chain of command, span of control, centralization, special
The mutual impact of organizational culture and organizational structureSanuraDeAlwis
The mutual impact of organizational culture and organizational structure. Learn how the structure of an organization affects its culture and also how the culture of an organization affects its structure
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
Nature of organizing , formal and informal organizationPranav Kumar Ojha
The document discusses the nature of organizing. It defines organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork. It describes the importance of organizing for specialization, clear relationships, optimal resource use, and adaptation. Organizing involves dividing work into jobs and departments, assigning tasks, and establishing individual, group and department relationships. Formal organizing is deliberately designed with clear roles, while informal organizing spontaneously arises from personal interactions.
This document summarizes key points from Chapter 1 of the textbook "Organizational Behavior". It discusses 4 study questions: 1) what is organizational behavior and why it is important; 2) what organizations are like as work settings; 3) the nature of managerial work; and 4) how we learn about organizational behavior. For each question, it lists several bullet points addressing topics like the definition of organizational behavior, characteristics of organizations, managerial responsibilities, and methods of learning about human behavior in professional settings.
This document discusses organizational effectiveness and approaches to measuring it. It defines organizational effectiveness as an organization's ability to achieve its objectives. Three common approaches to assessing effectiveness are discussed: external resource approach, internal system approach, and technical approach. The external resource approach focuses on controlling external resources and the environment. The internal system approach evaluates internal functions and operations. The technical approach deals with converting resources into goods and services. Multiple methods of measuring effectiveness are also presented.
The document discusses the evolution of organizational theory from mechanistic to contemporary approaches. It describes Frederick Taylor's scientific management approach from the early 1900s which emphasized standardizing jobs and measuring worker efficiency. This led to bureaucratic organizations. The Hawthorne studies from the 1920s-1930s showed that social factors impact worker productivity more than was previously understood, shifting thinking to the human relations movement. More recent contingency theory argues there is no single best way to organize and the structure depends on external environmental factors. Mintzberg identified five parts of organizations and five common structures that vary based on the degree of specialization and standardization versus flexibility.
1. Organizing as a process considers several factors including ensuring the organizational structure reflects objectives, plans, and authority given to management.
2. The organizational structure should also reflect the external environment and consider people's limitations, customs, and traditions when grouping activities and assigning authority.
3. Proper organization is the backbone of a successful enterprise and the solid foundation upon which the entire business is built.
This document provides an overview of key concepts related to understanding organizations. It defines an organization as a group of people united by a common purpose. Organizations have features like two or more persons, common goals, division of work, and communication flowing downward. The process of organizing involves prescribing formal relationships among people and resources to achieve goals. An organization can be compared to a living organism in order to understand its history, context, relationships, problem-solving abilities, image, and habits. Managers plan, lead, organize, and control organizations by accomplishing tasks through others, making decisions, allocating resources, and achieving goals. Organizational structure consists of elements like the chain of command, span of control, centralization, special
The mutual impact of organizational culture and organizational structureSanuraDeAlwis
The mutual impact of organizational culture and organizational structure. Learn how the structure of an organization affects its culture and also how the culture of an organization affects its structure
Oranisations & organisational behaviour chap 6Manshi Makati
The document discusses organizational structure and behavior. It describes four principles that determine organizational structure: hierarchy of authority, specialization, standardization, and centralization. It then discusses factors that influence organizational behavior such as organizational culture, power, change, learning, motivation, and attitudes. Finally, it contrasts autocratic and supportive management styles and their impact on information flow within an organization.
Nature of organizing , formal and informal organizationPranav Kumar Ojha
The document discusses the nature of organizing. It defines organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork. It describes the importance of organizing for specialization, clear relationships, optimal resource use, and adaptation. Organizing involves dividing work into jobs and departments, assigning tasks, and establishing individual, group and department relationships. Formal organizing is deliberately designed with clear roles, while informal organizing spontaneously arises from personal interactions.
Chapter 3 organizational environments and culturesklcullen-lester
This document summarizes key concepts about organizational environments and culture from a chapter. It discusses:
1. The external environment that can influence companies including general/specific environments and factors like environmental change, complexity, scarcity, and uncertainty.
2. The three-step process of environmental scanning, interpreting factors, and acting on threats/opportunities to make sense of changing environments.
3. A case study on Waste Management, the largest waste handling company, and challenges from less waste generation and demands for more recycling.
4. Definitions of organizational culture and structure and how culture influences employee behavior and company operations.
5. An analysis of the culture at Zappos using its expressed
An organization refers to a structure formed to achieve shared goals. Organizing is a key management function that involves combining resources and delegating roles. An organization's structure determines how tasks are assigned and decisions are made. Effective structures allocate work, determine levels of authority, and allow for communication to accomplish objectives.
External control in corporate governance refers to rules and regulations outside a company that influence its actions. This includes tax laws, leases that restrict office space usage, and anti-discrimination hiring laws. External auditors also play a role in monitoring companies. There are three main external control mechanisms: the market for corporate control, legal/regulatory systems, and product/factor markets. External influences come from statutes, audits, competition, and shareholder/financing agreements. External control aims to ensure company behavior aligns with organizational interests through administrative policies, cultural norms, and market/regulatory forces.
This document discusses and classifies different organization theories and designs. It separates theories into traditional and modern categories. Traditional designs include simple, functional, and divisional structures, characterized by centralized authority and specialization into departments. Modern designs encompass team-based, matrix, project-focused, and boundaryless approaches centered around collaboration across groups. The document provides examples and brief descriptions of each design type.
The document discusses organization structure and bureaucracy. It describes key principles of bureaucracy including hierarchy of authority, unity of command, task specialization, and defined responsibilities. It also discusses advantages like order and security, and disadvantages like rigidity and inefficiency. The document outlines different types of departmentalization and modifications to bureaucratic structures like project teams, flat structures, downsizing, and outsourcing. Finally, it discusses organizational culture, managing change, and gaining support for change initiatives.
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
This document provides an overview of key management topics including leadership, decision making, organizational culture and design, planning, motivation, controlling, and ethics. It discusses different leadership styles and organizational structures. It also outlines the steps in decision making, planning, and control processes. Different theories of motivation and types of ethics in management decision making are also summarized.
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
This document discusses elements of an effective organization. It argues that a decentralized organizational structure is most effective in today's global environment. Key elements of effective organizations include structure, global operations, communication strategies, management, decision-making, problem-solving, and leadership. Decentralized structures allow for open communication across departments and empower employees. Clear, participatory communication is important both internally and externally. Principles of effective management should follow an open-system approach in decentralized organizations.
The document provides an overview of five popular organization design models: [1] McKinsey's 7S Model, [2] Galbraith's Star Model, [3] Weisbord Six Box Model, [4] Nadler and Tushman's Congruence Model, and [5] Burke-Litwin Model. Each model frames the key elements of an organization's design in a different way and has benefits and limitations for understanding an organization's structure. The document aims to help readers choose the right model for designing their own organization.
This document discusses organizational structure and related theories. It begins by defining key terms like organization, structure, and system. It then examines different dimensions of structure like complexity, formalization, and centralization. The document explores how factors like strategy, size, technology, and environment impact organizational structure. It presents various models and classifications of structure, including Woodward's technology classification and Peru's knowledge-based technologies. Finally, it outlines Mintzberg's five basic parts of an organization and different structural configurations like simple, machine bureaucracy, and professional bureaucracy structures.
This document discusses organizational structure and dynamics. It covers three main topics: 1) how technology impacts organizations by enhancing structure and communication, 2) the various external and internal factors that make up an organizational environment, and 3) the structural and contextual dimensions that characterize organizations and influence how they change over time. Structural dimensions include specialization, hierarchy, and centralization, while contextual dimensions relate to size, strategy, environment and technology usage.
The document discusses three basic approaches to organizational change - structural, technical, and behavioral. It then provides details on various organization development methods and techniques that fall under each approach. These include structural change techniques like restructuring and downsizing. Technical change methods aim to improve productivity through changes to tools, processes and job design. Behavioral approaches emphasize improving human factors like motivation and commitment through activities such as sensitivity training, team building and management by objectives.
This document discusses the organizational structure of COMSATS Internet Services (CIS) in Pakistan. It begins with a dedication and acknowledgements section. It then provides an executive summary that outlines CIS's services, customers, and headquarters. The objective and introduction discuss how organizational structure helps with coordination, responsibilities, communication, and decision-making. Finally, it describes the six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization.
Organizing a business involves assigning activities and grouping people into an organizational structure to accomplish objectives. The arrangement of work, or organization structure, requires clear objectives and coordination across the organization. Objectives must be specific, challenging and provide meaning and direction, while coordination ensures alignment between organizational, departmental, subunit and individual goals through teamwork. Both formal and informal organization structures emerge, with the formal structure designed by management and displayed in charts, and the informal comprising relationships between employees.
The document discusses various organizational structures including functional, divisional, matrix, team, network, boundaryless, and virtual structures. It also defines key organizational concepts like management, stakeholders, aptitude, and attitude. Specifically, it provides details on centralized and decentralized structures, the evolution from pre-bureaucratic to bureaucratic and post-bureaucratic structures, and the current trends toward flatter and more flexible organizational designs.
This document discusses organizing as a managerial function and different organization structures. It covers traditional structures like functional, divisional, and matrix structures. It also discusses trends like team structures, network structures, and boundaryless structures. Key aspects of organizing covered include departmentalization, chain of command, span of control, and delegation. Traditional and informal organization structures are defined and compared.
The document discusses different elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then describes common organizational designs like the simple structure, bureaucracy, and matrix structure. Finally, it discusses new design options like virtual organizations and boundaryless organizations as well as factors that influence organizational structure like strategy, size, technology, and environment.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document is an introductory chapter on organizational behavior. It discusses key topics like what organizational behavior is, how we learn about it, the nature of organizations and managerial work, and how ethics influences behavior. Specifically, it defines organizational behavior as the study of individuals and groups in organizations. It notes the importance of diversity, learning, and scientific foundations. It describes organizations as systems transforming inputs to outputs. It outlines managerial roles like planning, organizing, and leading, as well as important skills. Finally, it discusses ethical dilemmas, social responsibility, and work-life balance.
Chapter 3 organizational environments and culturesklcullen-lester
This document summarizes key concepts about organizational environments and culture from a chapter. It discusses:
1. The external environment that can influence companies including general/specific environments and factors like environmental change, complexity, scarcity, and uncertainty.
2. The three-step process of environmental scanning, interpreting factors, and acting on threats/opportunities to make sense of changing environments.
3. A case study on Waste Management, the largest waste handling company, and challenges from less waste generation and demands for more recycling.
4. Definitions of organizational culture and structure and how culture influences employee behavior and company operations.
5. An analysis of the culture at Zappos using its expressed
An organization refers to a structure formed to achieve shared goals. Organizing is a key management function that involves combining resources and delegating roles. An organization's structure determines how tasks are assigned and decisions are made. Effective structures allocate work, determine levels of authority, and allow for communication to accomplish objectives.
External control in corporate governance refers to rules and regulations outside a company that influence its actions. This includes tax laws, leases that restrict office space usage, and anti-discrimination hiring laws. External auditors also play a role in monitoring companies. There are three main external control mechanisms: the market for corporate control, legal/regulatory systems, and product/factor markets. External influences come from statutes, audits, competition, and shareholder/financing agreements. External control aims to ensure company behavior aligns with organizational interests through administrative policies, cultural norms, and market/regulatory forces.
This document discusses and classifies different organization theories and designs. It separates theories into traditional and modern categories. Traditional designs include simple, functional, and divisional structures, characterized by centralized authority and specialization into departments. Modern designs encompass team-based, matrix, project-focused, and boundaryless approaches centered around collaboration across groups. The document provides examples and brief descriptions of each design type.
The document discusses organization structure and bureaucracy. It describes key principles of bureaucracy including hierarchy of authority, unity of command, task specialization, and defined responsibilities. It also discusses advantages like order and security, and disadvantages like rigidity and inefficiency. The document outlines different types of departmentalization and modifications to bureaucratic structures like project teams, flat structures, downsizing, and outsourcing. Finally, it discusses organizational culture, managing change, and gaining support for change initiatives.
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
This document provides an overview of key management topics including leadership, decision making, organizational culture and design, planning, motivation, controlling, and ethics. It discusses different leadership styles and organizational structures. It also outlines the steps in decision making, planning, and control processes. Different theories of motivation and types of ethics in management decision making are also summarized.
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
This document discusses elements of an effective organization. It argues that a decentralized organizational structure is most effective in today's global environment. Key elements of effective organizations include structure, global operations, communication strategies, management, decision-making, problem-solving, and leadership. Decentralized structures allow for open communication across departments and empower employees. Clear, participatory communication is important both internally and externally. Principles of effective management should follow an open-system approach in decentralized organizations.
The document provides an overview of five popular organization design models: [1] McKinsey's 7S Model, [2] Galbraith's Star Model, [3] Weisbord Six Box Model, [4] Nadler and Tushman's Congruence Model, and [5] Burke-Litwin Model. Each model frames the key elements of an organization's design in a different way and has benefits and limitations for understanding an organization's structure. The document aims to help readers choose the right model for designing their own organization.
This document discusses organizational structure and related theories. It begins by defining key terms like organization, structure, and system. It then examines different dimensions of structure like complexity, formalization, and centralization. The document explores how factors like strategy, size, technology, and environment impact organizational structure. It presents various models and classifications of structure, including Woodward's technology classification and Peru's knowledge-based technologies. Finally, it outlines Mintzberg's five basic parts of an organization and different structural configurations like simple, machine bureaucracy, and professional bureaucracy structures.
This document discusses organizational structure and dynamics. It covers three main topics: 1) how technology impacts organizations by enhancing structure and communication, 2) the various external and internal factors that make up an organizational environment, and 3) the structural and contextual dimensions that characterize organizations and influence how they change over time. Structural dimensions include specialization, hierarchy, and centralization, while contextual dimensions relate to size, strategy, environment and technology usage.
The document discusses three basic approaches to organizational change - structural, technical, and behavioral. It then provides details on various organization development methods and techniques that fall under each approach. These include structural change techniques like restructuring and downsizing. Technical change methods aim to improve productivity through changes to tools, processes and job design. Behavioral approaches emphasize improving human factors like motivation and commitment through activities such as sensitivity training, team building and management by objectives.
This document discusses the organizational structure of COMSATS Internet Services (CIS) in Pakistan. It begins with a dedication and acknowledgements section. It then provides an executive summary that outlines CIS's services, customers, and headquarters. The objective and introduction discuss how organizational structure helps with coordination, responsibilities, communication, and decision-making. Finally, it describes the six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization.
Organizing a business involves assigning activities and grouping people into an organizational structure to accomplish objectives. The arrangement of work, or organization structure, requires clear objectives and coordination across the organization. Objectives must be specific, challenging and provide meaning and direction, while coordination ensures alignment between organizational, departmental, subunit and individual goals through teamwork. Both formal and informal organization structures emerge, with the formal structure designed by management and displayed in charts, and the informal comprising relationships between employees.
The document discusses various organizational structures including functional, divisional, matrix, team, network, boundaryless, and virtual structures. It also defines key organizational concepts like management, stakeholders, aptitude, and attitude. Specifically, it provides details on centralized and decentralized structures, the evolution from pre-bureaucratic to bureaucratic and post-bureaucratic structures, and the current trends toward flatter and more flexible organizational designs.
This document discusses organizing as a managerial function and different organization structures. It covers traditional structures like functional, divisional, and matrix structures. It also discusses trends like team structures, network structures, and boundaryless structures. Key aspects of organizing covered include departmentalization, chain of command, span of control, and delegation. Traditional and informal organization structures are defined and compared.
The document discusses different elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then describes common organizational designs like the simple structure, bureaucracy, and matrix structure. Finally, it discusses new design options like virtual organizations and boundaryless organizations as well as factors that influence organizational structure like strategy, size, technology, and environment.
1) Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics and processes.
2) Organizations function as work settings where people collaborate to achieve common goals. Organizations have missions, strategies, stakeholders, and cultures that influence behavior.
3) Managerial work involves coordinating and supporting the work of others. Effective managers achieve goals while maintaining commitment and enthusiasm among members.
Organizationalbehavior 638slidespresentation-090903124620-phpapp02Mubashir Abbas
Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field that examines individual and group behavior as well as organizational dynamics. Understanding organizational behavior is important for workplace success as it involves respecting people, understanding human behavior in complex systems, and embracing change. Organizations must balance high performance with employee well-being while respecting diversity and ethics.
This document is an introductory chapter on organizational behavior. It discusses key topics like what organizational behavior is, how we learn about it, the nature of organizations and managerial work, and how ethics influences behavior. Specifically, it defines organizational behavior as the study of individuals and groups in organizations. It notes the importance of diversity, learning, and scientific foundations. It describes organizations as systems transforming inputs to outputs. It outlines managerial roles like planning, organizing, and leading, as well as important skills. Finally, it discusses ethical dilemmas, social responsibility, and work-life balance.
This document summarizes key points from Chapter 2 of the textbook "Organizational Behavior". It defines high-performance organizations as those that value people and empower employees. It also discusses managing a diverse workforce, the influence of ethics on workplace behavior, and transitions in the modern workplace like globalization and personal career management. The chapter questions cover topics like defining high-performance, multiculturalism, the role of ethics, and organizational changes.
1. Organizational behavior is the study of human behavior in organizations. It examines how individuals and groups behave in organizational settings and how organizations manage their environments.
2. High-performance organizations value and empower people, use technology to achieve success, and thrive on learning. They are achievement-, quality-, and customer-oriented.
3. Managing diversity well increases human capital by ensuring effective utilization of all employees and considering how behaviors affect diversity. A diversity mature organization respects differences among people.
This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document provides an overview of organizational behavior and change management concepts. It begins with learning objectives that cover forces for change, resistance to change, Lewin's change model, organizational development, stress management, and creating a learning organization. It then defines key terms and concepts, provides examples, and outlines models and approaches for managing change, including Lewin's three-step model, Kotter's eight steps, action research, and appreciative inquiry. The document also addresses contemporary issues like technology, innovation, and culture related to change management.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document provides an overview of key topics from Chapter 11 of a management textbook, including:
- The essentials of organizational design such as contingency factors, structural characteristics, mechanistic versus organic designs.
- How contingency factors like environment, strategy, technology, organizational size/life cycle influence design.
- Major issues in subsystems design, including how successful subsystems are differentiated to match their environments but still work well together.
- Questions cover organizational design, contingency factors, subsystems design, and work process reengineering. Figures and examples illustrate concepts from the chapter.
2.3.4-Theories of planned change, Or - Copy.pptxdasankita1306
This document discusses group behavior and change management in organizations. It covers key topics like types of change, levels of change management, the importance of change management, and models for managing change. The McKinsey 7S framework is also explained, which analyzes an organization's strategy, structure, shared values, style, staff, skills, and systems to identify if they are aligned to achieve objectives. Change management provides a structured approach to support individuals and drive organizational success through change.
This document discusses organizing and organization structures. It covers four main topics: 1) what organizing as a management function entails, including formal and informal structures, 2) the major types of organization structures such as functional, divisional, matrix, and network structures, 3) new developments in organization structures like horizontal structures, team structures, and boundaryless organizations, and 4) organizing trends changing the workplace like shorter chains of command, flatter structures, and telecommuting.
This document provides an overview of organizational design and related concepts. It discusses the essentials of organizational design, including choosing structures to serve the organization's mission and contingency factors that influence design. Major issues in designing subsystems are addressed, such as managing differentiation and integration between subsystems. The document also examines how work processes can be reengineered through systematic analysis and redesign to improve efficiency.
What is an organisation? The Open Systems Model
What is organisational effectiveness?.
Approaches to measuring organisational effectiveness
What is organisational Analysis?
Organisational Analysis Cycle
Purposes and perspectives of organisational analysis.
Data Collection Methods. (Imagery; questionnaire; interviews;Observation;Focus groups; Secondary material, etc.
Advantages and Disadvantages of Data Collection Methods
Use of appropriate organizational diagnostic models to assess organisations.(
a. Kurt Lewin’s Force Field Model;
b. Likert’s Management System Model;
c. McKenzie’s 7S Model;
d. Weisbord 6-Box Model
Organisational Capacity Assessment Tools (OCAT).
a. Why conduct Organisational Capacity Assessment?
b. Organisational Capacity Assessment Process;
c. Application of an OCAT Tool
Writing an Organisational Assessment Report.
This document discusses different types of organization development (OD) interventions. It defines OD interventions as structured activities engaged in by organizational units to enact organizational change. The document then classifies interventions based on their objectives and targets, and outlines the major families of interventions including diagnostic activities, team-building, intergroup activities, survey feedback, education and training, techno-structural changes, process consulting, and grid organization development. It provides details on the goals and approaches for each type of intervention.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Management (Organization Design & Its Perspective)Aamir Kiyani
The document discusses two universal perspectives on organization design: the bureaucratic model and behavioral model. The bureaucratic model, developed by Max Weber, emphasizes a logical, rational structure based on authority, division of labor, and hierarchy. While efficient, it can be inflexible and neglect human elements. The behavioral model, developed by Rensis Likert, argues organizations should focus on work groups and interpersonal processes. Likert's System 4 approach emphasizes supporting relationships, group decision-making, and high performance goals. Both models have strengths but also limitations, as there is no single best way to design all organizations.
Organizational culture refers to the shared values, beliefs, and behaviors within an organization. It can be understood by examining an organization's stories, rituals, symbols, and shared values. An organizational culture can be managed by leaders who directly shape observable culture and modify shared values using organizational development techniques. Organizational development aims to improve how an organization adapts to the external environment and integrates internally, using interventions like surveys, team building activities, and job redesign.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
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This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
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This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
This document summarizes key points from Chapter 13 of the textbook "Organizational Behavior". It addresses 4 study questions about the nature of communication in organizations, essentials of interpersonal communication, barriers to effective communication, and current issues. For each question, it lists several bullet points explaining concepts like feedback, formal/informal communication channels, nonverbal cues, active listening, physical and semantic barriers, and impacts of new technologies.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 17 Study Questions
What is strategy and how is it linked to
different types of organizational goals?
What are the basic attributes of
organizations?
How is work organized and coordinated?
What are bureaucracies and what are the
common structures?
Organizational Behavior: Chapter 17
2
3. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Strategy.
– The process of positioning the organization in
the competitive environment and
implementing actions to compete successfully.
– A pattern in a stream of decisions.
• Choices regarding goals and the way the firm
organizes to accomplish them.
Organizational Behavior: Chapter 17
3
4. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Elements of conventional strategy
decisions.
– Choosing the types of contributions the firm
intends to make to society.
– Precisely whom the firm will serve.
– Exactly what the firm will provide to others.
Organizational Behavior: Chapter 17
4
5. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Societal goals.
– Reflect an organization’s intended contributions to the
broader society.
– Enable organizations to gain legitimacy, a social right
to operate, and more discretion for their non-societal
goals and operating practices.
– Enable organizations to make legitimate claims over
resources, individuals, markets, and products.
Organizational Behavior: Chapter 17
5
6. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Societal contributions and mission
statements.
– A firm’s societal contribution is often part of
its mission statement.
• A written statement of organizational purpose.
– A good mission statement identifies whom the
firm will serve and how it will go about
accomplishing its societal purpose.
Organizational Behavior: Chapter 17
6
7. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Output goals.
– Define the type of business the organization is
pursuing.
– Provide some substance to the more general
aspects of mission statements.
Organizational Behavior: Chapter 17
7
8. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Systems goals.
– Concerned with the conditions within the organization
that are expected to increase the organization’s
survival potential.
– Typical systems goals include growth, productivity,
stability, harmony, flexibility, prestige, and human
resource maintenance.
– Systems goals must often be balanced against one
another.
Organizational Behavior: Chapter 17
8
9. Study Question 1: What is strategy and
how is it linked to different types of
organizational goals?
Well-defined systems goals can:
– Focus managers’ attention on what needs to be
done.
– Provide flexibility in devising ways to meet
important targets.
– Be used to balance the demands, constraints,
and opportunities facing the firm.
– Form a basis for dividing the work of the firm.
Organizational Behavior: Chapter 17
9
10. Study Question 2: What are the basic
attributes of organizations?
Successful organizations develop a structure
consistent with the pattern of goals established by
senior management.
The formal structure shows the planned
configuration of positions, job duties, and the
lines of authority among different parts of the
organization.
The formal structure of the firm is also known as
the division of labor.
Organizational Behavior: Chapter 17
10
11. Study Question 2: What are the basic
attributes of organizations?
Vertical specialization.
– A hierarchical division of labor that distributes formal
authority and establishes where and how critical
decisions are to be made.
– Creates a hierarchy of authority.
• An arrangement of work positions in order of increasing
authority.
– Organization charts are diagrams that depict the
formal structures of organizations.
Organizational Behavior: Chapter 17
11
12. Study Question 2: What are the basic
attributes of organizations?
Organizational Behavior: Chapter 17
12
13. Study Question 2: What are the basic
attributes of organizations?
Chain of command.
– A listing of who reports to whom up and down the
organization.
Unity of command.
– Each person has only one boss and each unit one
leader.
Span of control.
– The number individuals reporting to a supervisor.
Organizational Behavior: Chapter 17
13
14. Study Question 2: What are the basic
attributes of organizations?
Line units.
– Work groups that conduct the major business
of the organization.
Staff units.
– Work groups that assist the line units by
providing specialized expertise and services to
the organization.
Organizational Behavior: Chapter 17
14
15. Study Question 2: What are the basic
attributes of organizations?
Internal versus external units.
– Internal line units.
• Transform raw materials and information into products and
services.
– External line units.
• Maintain outside linkages.
– Internal staff units.
• Assist the line units in performing their functions.
– External staff units.
• Assist the line units with outside linkages and act to buffer
internal operations.
Organizational Behavior: Chapter 17
15
16. Study Question 2: What are the basic
attributes of organizations?
Organizational Behavior: Chapter 17
16
17. Study Question 2: What are the basic
attributes of organizations?
Some firms are outsourcing many of their staff
functions.
Use of information technology to streamline
operations and reduce staff.
Most organizations use a variety of means to
specialize the vertical division of labor.
Best pattern of vertical specialization depends on
environment, size, technology, and goals.
Organizational Behavior: Chapter 17
17
18. Study Question 2: What are the basic
attributes of organizations?
Control.
– The set of mechanisms used to keep actions or
outputs within predetermined limits.
– Deals with:
• Setting standards.
• Measuring results against standards.
• Instituting corrective action.
Organizational Behavior: Chapter 17
18
19. Study Question 2: What are the basic
attributes of organizations?
Output controls.
– Focus on desired targets and allow managers
to use their own methods to reach defined
targets.
– Part of overall method of managing by
exception.
– Promote flexibility and creativity.
Organizational Behavior: Chapter 17
19
20. Study Question 2: What are the basic
attributes of organizations?
Process controls.
– Specify the manner in which tasks are
accomplished.
– Types of process controls.
• Policies, procedures, and rules.
• Formalization and standardization.
• Total quality management controls.
Organizational Behavior: Chapter 17
20
21. Study Question 2: What are the basic
attributes of organizations?
Policies, procedures, and rules.
– Policies.
• Guidelines for action that outline important
objectives and broadly indicate how activities are
to be carried out.
– Procedures.
• Identify the best method for performing a task,
show which aspects of a task are most important,
or outline how an individual is to be rewarded.
Organizational Behavior: Chapter 17
21
22. Study Question 2: What are the basic
attributes of organizations?
Policies, procedures, and rules (cont.).
– Rules.
• Describe in detail how a task or a series of tasks is
to be performed, or indicate what cannot be done.
– Policies, procedures, and rules are often used
as substitutes for direct managerial
supervision.
Organizational Behavior: Chapter 17
22
23. Study Question 2: What are the basic
attributes of organizations?
Formalization.
– The written documentation of policies,
procedures, and rules to guide behavior and
decision making.
Standardization.
– The degree to which the range of allowable
actions in a job or series of jobs is limited so
that uniform actions occur.
Organizational Behavior: Chapter 17
23
24. Study Question 2: What are the basic
attributes of organizations?
Deming’s 14 points for achieving total quality
management.
– Create a consistency of purpose in the company to
innovate; put resources into research and education,
and into maintaining equipment and new production
aids.
– Learn a new philosophy of quality to improve every
system.
– Require statistical evidence of process control and
eliminate financial controls on production.
Organizational Behavior: Chapter 17
24
25. Study Question 2: What are the basic
attributes of organizations?
Deming’s 14 points for achieving total quality
management (cont.).
– Require statistical evidence of control in purchasing
parts.
– Use statistical methods to isolate the sources of
trouble.
– Institute modern on-the-job training.
– Improve supervision to develop inspired leaders.
– Drive out fear and instill learning.
– Break down barriers between departments.
Organizational Behavior: Chapter 17
25
26. Study Question 2: What are the basic
attributes of organizations?
Deming’s 14 points for achieving total quality
management (cont.).
– Eliminate numerical goals and slogans.
– Constantly revamp work methods.
– Institute massive training programs for employees in
statistical methods.
– Retrain people in new skills.
– Create a structure that will push, every day, on the
above 13 points.
Organizational Behavior: Chapter 17
26
27. Study Question 2: What are the basic
attributes of organizations?
Centralization and decentralization.
– Centralization.
• Degree to which the authority to make decisions is
restricted to higher levels of management.
– Decentralization.
• Degree to which the authority to make decisions is
given to lower levels in an organization’s
hierarchy.
Organizational Behavior: Chapter 17
27
28. Study Question 2: What are the basic
attributes of organizations?
Benefits of decentralization.
– Higher subordinate satisfaction.
– Quicker response to a series of unrelated
problems.
– Assists in on-the-job training of subordinates
for higher-level positions
– Encourages participation in decision making.
Organizational Behavior: Chapter 17
28
29. Study Question 3: How is work
organized and coordinated?
Horizontal specialization.
– A division of labor that establishes specific
work units or groups within an organization.
– Often referred to as departmentation.
– Whenever managers divide tasks and group
similar types of skills and resources together,
they must also be concerned with
coordination.
Organizational Behavior: Chapter 17
29
30. Study Question 3: How is work
organized and coordinated?
Organizational Behavior: Chapter 17
30
31. Study Question 3: How is work
organized and coordinated?
Organizational Behavior: Chapter 17
31
32. Study Question 3: How is work
organized and coordinated?
Organizational Behavior: Chapter 17
32
33. Study Question 3: How is work
organized and coordinated?
Coordination.
– The set of mechanisms that an organization
uses to link the actions of its units into a
consistent pattern.
– Within a unit, much of the coordination is
handled by its manager.
– Smaller organizations rely on management
hierarchy for coordination.
– As the organization grows, more efficient and
effective methods of coordination are required.
Organizational Behavior: Chapter 17
33
34. Study Question 3: How is work
organized and coordinated?
Personal methods of coordination.
– Produce synergy by promoting dialogue, discussion,
innovation, creativity, and learning, both within and
across units.
– Common personal methods of coordination are direct
contact between and among organizational members
and committee memberships.
– Mix of personal coordination methods should be
tailored to subordinates, skills, abilities, and
experiences.
Organizational Behavior: Chapter 17
34
35. Study Question 3: How is work
organized and coordinated?
Impersonal methods of coordination.
– Produce synergy by stressing consistency and
standardization so that individual pieces fit together.
– Often are refinements and extensions of process
controls.
– Historical use of specialized departments to
coordinate across units.
– Contemporary use of matrix departmentation and
management information systems for coordination.
Organizational Behavior: Chapter 17
35
36. Study Question 4: What are bureaucracies and
what are the common structures?
Bureaucracy.
– An ideal form of organization, the
characteristics of which were defined by the
German sociologist Max Weber.
– Relies on a division of labor, hierarchical
control, promotion by merit with career
opportunities for employees, and
administration by rule.
Organizational Behavior: Chapter 17
36
37. Study Question 4: What are bureaucracies and
what are the common structures?
Organizational Behavior: Chapter 17
37
38. Study Question 4: What are bureaucracies and
what are the common structures?
Mechanistic type of bureaucracy (machine
bureaucracy).
– Emphasizes vertical specialization and control.
– Stresses rules, policies, and procedures;
specifies techniques for decision making; and
use well-documented control systems.
– Often used with a low cost leader strategy.
Organizational Behavior: Chapter 17
38
39. Study Question 4: What are bureaucracies and
what are the common structures?
Benefits of the mechanistic type.
– Efficiency.
Limitations of the mechanistic type.
– Employees dislike rigid designs, which makes work
motivation problematic.
– Unions may further solidify rigid designs.
– Key employees may leave.
– Hinders organization’s capacity to adjust to subtle
environmental changes or new technologies.
Organizational Behavior: Chapter 17
39
40. Study Question 4: What are bureaucracies and
what are the common structures?
Organic type of bureaucracy (professional
bureaucracy).
– Horizontal specialization.
– Procedures are minimal, and those that do
exist are not highly formalized.
– Used to pursue strategies that emphasize
product quality, quick response to customers,
or innovation.
Organizational Behavior: Chapter 17
40
41. Study Question 4: What are bureaucracies and
what are the common structures?
Benefits of the organic type.
– Good for problem solving and serving individual
customer needs.
– Centralized direction by senior management is less
intense.
– Good at detecting external changes and adjusting to
new technologies.
Limitations of the organic type.
– Less efficient than mechanistic type.
– Restricted capacity to respond to central management
direction.
Organizational Behavior: Chapter 17
41
42. Study Question 4: What are bureaucracies and
what are the common structures?
Common types of hybrid structures.
– Divisional firm.
• Composed of quasi-independent divisions so that
different divisions can be more or less organic or
mechanistic.
– Conglomerate.
• A single corporation that contains a number of
unrelated businesses.
Organizational Behavior: Chapter 17
42
43. Study Question 4: What are bureaucracies and
what are the common structures?
The conglomerate simultaneously
illustrates three key points that will be the
focus of Chapter 18.
– All structures are combinations of the basic
elements.
– There is no one best structure.
– The firm does not stand alone but is part of a
larger network of firms that compete against
other networks.
Organizational Behavior: Chapter 17
43