The document discusses 5 key factors that affect organizational design: size, life cycle, strategy, environment, and technology. As organizations grow in size, they require more formal and complex structures to effectively manage work. Organizations also progress through life cycle stages from birth to maturity, and the appropriate structure changes with each stage. A company's strategy, whether differentiation or low-cost, requires a structure that supports the strategic goals. The environment an organization operates in, whether stable or dynamic, also influences whether a mechanistic or organic structure works best. Finally, an organization's production technology, such as small-batch, mass, or continuous production influences the optimal structure.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This presentation covers one of the process of Strategic Management; Strategic Implementation. There are 2 sub divisions; Functional Implementation and Structural Implementation. This section deals with Structural Implementation in detail.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
The results of this study offer a telling insight into how companies can be made more agile. However, this is not a challenge for an isolated project, a single intervention, or a handpicked group of enablers alone. What is needed to promote real agility is a permanent process covering and capturing the entire organization, a process that everybody can and should contribute to actively. Promoting agility therefore also needs a new type of cooperation and collaboration between different functions, groups, and levels of hierarchy across the organization!
Explain the organizational archetypes as described by Mintzberg and .pdfrastogiarun
Explain the organizational and individual purposes for expatriation. Why do these need to be
incorporated as part of a strategic approach to managing global assignments?
Solution
The organizational and individual purposes for expatriation are as follows:
They needs to incorporated to manage global assignments because:.
Revisiting the Assumptions of Organizations in Uncertain Environment:
Today Business and Organizations must learn to deal with uncertainty and complexity related to production and delivery of increasingly complex products and services in a rapidly changing uncertain environment. At times this raises and challenges the thoughts concerning the effectiveness of traditional management methods, which primarily lay emphasis on efficiency and strategic planning and control. An organization in today’s context to be successful must learn to adapt, change and be creative. Survival today requires that businesses to learn to bring about self-transformation with a view to adopt and change to harness and gain from complexity and uncertainty
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
Foundation of Organization Design (MGMT673)Reading Material Or.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material Organizational Structures
Types of Structures
There are many types of organizational structures. Each structure functions in different ways, demands different skills from employees, and is influenced by corporate size, strategy, culture, and the resources the organization has for managing the structure.
Organizations have been known to change their structure to meet market demands, only to discover that they overlooked something major, which is now derailing their work. For example, the computer system an organization had in place could not support the demands of the new structure, or other stakeholders (such as suppliers, government regulators, or employees) refused to work with the new structure. In many cases, an organization has been forced to return to its old structure at an enormous cost of both time and money. Though structural change should not be feared, all critical stakeholders must be in on the early stages of planning. This allows the consultants and management to understand both the intended, as well as the potential unintended, consequences of the new design.
The following are some basic organizational structures' strengths, weaknesses, and limitations.
Functional Organization
The functional organization is a widely used design and has existed since Roman times. Such an organization is generally broken into departments or divisions, such as manufacturing, sales, accounting, and human resources. The importance of the different structural units has emerged over time and can be determined by looking at the organization’s history. As functional organizations grew, they often added on new units or subunits. Like all organizational designs, the functional organization has strengths and weaknesses. The strength of the functional organization is that when the environments these organizations grow up in are stable, and the workforce is homogenous, these organizations work very well.
There is a challenge in functional organization design. Through the years, as organizational environments became more turbulent, as the work force became increasingly diversified, and as technology became more demanding and complicated, it also became more costly to keep the functional organizations performing well.
Divisional Organization
The divisional organization is built around products, services, geography, or customers, rather than functions. It came into being about the same time as the growth of the large American corporations and the early development of the mass markets.
Some of the strengths of divisional organizations are that they make accountability of managers easier, promote delegation, focus interest on the customer, and build departmental cohesion. Weaknesses of this structure are inefficiency and multiple demands on people, which increase stress and cause goal conflict. The latter is due to focusing on department objectives at the expense of the overall organization’s .
Analyzing an organization using nadler &tushman’s congruence modelwritingessayz
The change management is a fundamental part of an organization.
Behaviors and attitudes of people, who are connected with the organization, are affected when decisions and actions are taken for any change in the organization.
The changes can be threatening for the people linked with the organization, while the change can be positive for the organization.
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This is a presentation focussing on specific aspects of "new work" / "the future of work", highlighting very interesting aspects in connection with potential new approaches to e.g. performance management, self management, autonomous decision making, finance and budget allocation and the necessary business transformation for this to make happen.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Change management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. Factors Affecting Organizational Design
Although many things can affect the choice of an
appropriate structure for an organization, the following
five factors are the most common: size, life cycle,
strategy, environment, and technology.
Organizational size
The larger an organization becomes, the more
complicated its structure. When an organization is small
— such as a single retail store, a two-person consulting
firm, or a restaurant — its structure can be simple.
In reality, if the organization is very small, it may not
even have a formal structure. Instead of following an
organizational chart or specified job functions,
individuals simply perform tasks based on their likes,
dislikes, ability, and/or need. Rules and guidelines are
not prevalent and may exist only to provide the
parameters within which organizational members can
make decisions. Small organisations are very often
organic Systems.
As an organization grows, however, it becomes
increasingly difficult to manage without more formal
work assignments and some delegation of authority.
Therefore, large organizations develop formal structures.
Tasks are highly specialized, and detailed rules and
guidelines dictate work procedures. Interorganizational
communication flows primarily from superior to
2. subordinate, and hierarchical relationships serve as the
foundation for authority, responsibility, and control. The
type of structure that develops will be one that provides
the organization with the ability to operate effectively.
That's one reason larger organizations are often
mechanistic—mechanistic systems are usually designed
to maximize specialization and improve efficiency.
Organization life cycle
Organizations, like humans, tend to progress through
stages known as a life cycle. Like humans, most
organizations go through the following four stages:
birth, youth, midlife, and maturity. Each stage has
characteristics that have implications for the structure of
the firm.
Birth: In the birth state, a firm is just beginning. An
organization in the birth stage does not yet have a
formal structure. In a young organization, there is
not much delegation of authority. The founder
usually “calls the shots.”
Youth: In this phase, the organization is trying to
grow. The emphasis in this stage is on becoming
larger. The company shifts its attention from the
wishes of the founder to the wishes of the
customer. The organization becomes more organic
in structure during this phase. It is during this phase
that the formal structure is designed, and some
delegation of authority occurs.
3. Midlife: This phase occurs when the organization
has achieved a high level of success. An
organization in midlife is larger, with a more
complex and increasingly formal structure. More
levels appear in the chain of command, and the
founder may have difficulty remaining in control. As
the organization becomes older, it may also
become more mechanistic in structure.
Maturity: Once a firm has reached the maturity
phase, it tends to become less innovative, less
interested in expanding, and more interested in
maintaining itself in a stable, secure environment.
The emphasis is on improving efficiency and
profitability. However, in an attempt to improve
efficiency and profitability, the firm often tends to
become less innovative. Stale products result in
sales declines and reduced profitability.
Organizations in this stage are slowly dying.
However, maturity is not an inevitable stage. Firms
experiencing the decline of maturity may institute
the changes necessary to revitalize.
Although an organization may proceed sequentially
through all four stages, it does not have to. An
organization may skip a phase, or it may cycle back to
an earlier phase. An organization may even try to
change its position in the life cycle by changing its
structure.
4. As the life-cycle concept implies, a relationship exists
between an organization's size and age. As
organizations age, they tend to get larger; thus, the
structural changes a firm experiences as it gets larger
and the changes it experiences as it progresses through
the life cycle are parallel. Therefore, the older the
organization and the larger the organization, the greater
its need for more structure, more specialization of tasks,
and more rules. As a result, the older and larger the
organization becomes, the greater the likelihood that it
will move from an organic structure to a mechanistic
structure.
Strategy
How an organization is going to position itself in the
market in terms of its product is considered its strategy.
A company may decide to be always the first on the
market with the newest and best product (differentiation
strategy), or it may decide that it will produce a product
already on the market more efficiently and more cost
effectively (cost-leadership strategy). Each of these
strategies requires a structure that helps the
organization reach its objectives. In other words, the
structure must fit the strategy.
Companies that want to be the first on the market with
the newest and best product probably are organic,
because organic structures permit organizations to
respond quickly to changes. Companies that elect to
5. produce the same products more efficiently and
effectively will probably be mechanistic.
Environment
The environment is the world in which the organization
operates, and includes conditions that influence the
organization such as economic, social-cultural, legal-
political, technological, and natural environment
conditions. Environments are often described as either
stable or dynamic.
In a stable environment, the customers' desires are
well understood and probably will remain consistent
for a relatively long time. Examples of organizations
that face relatively stable environments include
manufacturers of staple items such as detergent,
cleaning supplies, and paper products.
In a dynamic environment, the customers' desires
are continuously changing—the opposite of a
stable environment. This condition is often thought
of as turbulent. In addition, the technology that a
company uses while in this environment may need
to be continuously improved and updated. An
example of an industry functioning in a dynamic
environment is electronics. Technology changes
create competitive pressures for all electronics
industries, because as technology changes, so do
the desires of consumers.
6. In general, organizations that operate in stable external
environments find mechanistic structures to be
advantageous. This system provides a level of efficiency
that enhances the long-term performances of
organizations that enjoy relatively stable operating
environments. In contrast, organizations that operate in
volatile and frequently changing environments are more
likely to find that an organic structure provides the
greatest benefits. This structure allows the organization
to respond to environment change more proactively.
Technology
Advances in technology are the most frequent cause of
change in organizations since they generally result in
greater efficiency and lower costs for the firm.
Technology is the way tasks are accomplished using
tools, equipment, techniques, and human know-how.
In the early 1960s, Joan Woodward found that the right
combination of structure and technology were critical to
organizational success. She conducted a study of
technology and structure in more than 100 English
manufacturing firms, which she classified into three
categories of core-manufacturing technology:
Small-batch production is used to manufacture a
variety of custom, made-to-order goods. Each item
is made somewhat differently to meet a customer's
7. specifications. A print shop is an example of a
business that uses small-batch production.
Mass production is used to create a large number
of uniform goods in an assembly-line system.
Workers are highly dependent on one another, as
the product passes from stage to stage until
completion. Equipment may be sophisticated, and
workers often follow detailed instructions while
performing simplified jobs. A company that bottles
soda pop is an example of an organization that
utilizes mass production.
Organizations using continuous-process
production create goods by continuously feeding
raw materials, such as liquid, solids, and gases,
through a highly automated system. Such systems
are equipment intensive, but can often be operated
by a relatively small labor force. Classic examples
are automated chemical plants and oil refineries.
Woodward discovered that small-batch and continuous
processes had more flexible structures, and the best
mass-production operations were more rigid structures.
Once again, organizational design depends on the type
of business. The small-batch and continuous processes
work well in organic structures and mass production
operations work best in mechanistic structures.