Tutorial 4.1
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An organizational chart visually depicts a company's structure and hierarchy. It shows reporting relationships and can be designed differently depending on a company's needs. Having two managers to report to can cause problems for an employee like conflicting instructions and ambiguity over performance reviews. To reduce rivalry between departments, a company's leader could implement cross-departmental projects to encourage collaboration and establish clear roles and responsibilities to avoid politicking.
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Organizational Structure
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2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
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Jupiterimages/Goodshoot/Thinkstock
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1. Explain what it means to diagnose organizations for change.
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3. Examine the assessment model and trigger questions used to identify what type of organizational change is
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6. Describe how organizations can address resistance to change.
wei82650_02_c02_057-102.indd 57 12/15/15 9:38 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
By failing to prepare, you are preparing to fail.
Benjamin Franklin
Pretest Questions
1. True/False: The most critical factor in diagnosing an organization’s need for change
is the opinions of its nonexecutive employees.
2. True/False: The organizational life-cycle model helps leaders understand how
employees and managers cyclically join, mature, change, and leave or rejoin a rejuve-
nated organization.
3. True/False: Trigger questions are questions that change teams or a change specialist
might ask to identify who and what part of an organization needs to change.
4. True/False: Unlike traditional problem-solving approaches, the appreciative inquiry
(AI) approach creates positive change by appreciating the best of what exists in an
organization.
5. True/False: When implementing the action research model, a change specialist must
be in charge of everyone else in order to teach the organization’s change team how
to move forward.
6. True/False: Asking for feedback from those who strongly resist change often starts
them on the path to accepting change.
On March 24, 2015, Zappos’s CEO Tony Hsieh (pronounced “shay”) sent a company-wide memo
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shoe and clothing retail firm is a wholly owned subsidiary purchased by Amazon for $1.2 billion
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Review chapter readings and lecture notes in Module 2 and answer the following questions. Provide thoughtful and comprehensive responses to each of the questions below. Upload homework assignment using the link provided in Module 2 on or before the scheduled due date.
1. List five common organizational structures and provide a brief description for three of the five organizational structures? Use table below for your responses.
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Definition
2. What is the primary difference between a hierarchy and flat organizational structures?
3. What determines the effectiveness of an organizational structure?
4. Why are flatarchies organizational structures good environments for fostering innovation?
5. How is a matrixed organization geared toward responsiveness and achieving results quickly?
6. How can making decisions differ between a centralized versus decentralized IT organization?
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The document discusses organizational structure and design. It begins by outlining learning objectives related to organizing, organization types, organizational structure, key structural elements, and common organization designs. It then defines organizing and organizational structure, explaining that structure is created through organizing and design. The key structural elements that define structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common traditional designs include simple, functional and divisional structures, while contemporary designs include team, matrix and boundaryless organizations. The impacts and determinants of structure are also addressed.
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2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
2 Diagnosing and Planning for Change
Jupiterimages/Goodshoot/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Explain what it means to diagnose organizations for change.
2. Determine an organization’s reason for change using the open-systems theory and model, environment-
industry-organization contingency model, and organizational life-cycle model.
3. Examine the assessment model and trigger questions used to identify what type of organizational change is
needed.
4. Analyze the appreciative inquiry model.
5. Utilize the action research model to implement change.
6. Describe how organizations can address resistance to change.
wei82650_02_c02_057-102.indd 57 12/15/15 9:38 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
By failing to prepare, you are preparing to fail.
Benjamin Franklin
Pretest Questions
1. True/False: The most critical factor in diagnosing an organization’s need for change
is the opinions of its nonexecutive employees.
2. True/False: The organizational life-cycle model helps leaders understand how
employees and managers cyclically join, mature, change, and leave or rejoin a rejuve-
nated organization.
3. True/False: Trigger questions are questions that change teams or a change specialist
might ask to identify who and what part of an organization needs to change.
4. True/False: Unlike traditional problem-solving approaches, the appreciative inquiry
(AI) approach creates positive change by appreciating the best of what exists in an
organization.
5. True/False: When implementing the action research model, a change specialist must
be in charge of everyone else in order to teach the organization’s change team how
to move forward.
6. True/False: Asking for feedback from those who strongly resist change often starts
them on the path to accepting change.
On March 24, 2015, Zappos’s CEO Tony Hsieh (pronounced “shay”) sent a company-wide memo
stating Zappos’s change strategy of becoming a manager-free organization on April 30. His
message was clear: Embrace self-management or leave the company (Feloni, 2015a). The online
shoe and clothing retail firm is a wholly owned subsidiary purchased by Amazon for $1.2 billion
in 2009. Zappos employs 1,500 people, has annual revenues of $2 billion, and is no stranger to
new and unique organizational practices.
Hsieh came to Zappos as an angel investor in 1999 after selling LinkExchange—which he
cofounded—to Microsoft in 1998 for $265 million, and he became full time in 2000 (Hsieh, 2010).
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reached $1 billion in gross merchandise sales before selling the company to Amazon. In 2010
Hsieh attributed the company’s success to “customer service, company culture, and employee
training and development” (Hsieh, 2010, “What We’re Learning from Amazon,.
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This document discusses organizational structure and design. It defines key elements of organizational structure including work specialization, departmentalization, chain of command, and span of control. The document also contrasts mechanistic and organic organizational structures and discusses common organizational designs. Organizational structure is important as it divides work into jobs, coordinates tasks, and establishes relationships within the organization.
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Organization Theory and DesignOrganization Analysis Proposal.docx
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Organization Analysis Proposal
Due: Sunday February 7 End of day (via email)
Length: maximum 5 pages excluding appendices
IMPORTANT!!!
Saving your document: Please use YOUR CLASS SECTION (e.g. 1pm, 2:30pm), GROUP ORGANIZATION NAME, AND GROUP NUMBER as your file name. For example 1pm_companyname_group#.doc
(Att: 1pm section, you will be assigned a group number on Tuesday January)
Also include your organization name, group number, and section in the subject of your email.
Please note: I need to know and approve your organization of study by Friday February 5.
Information your report should include:
1)The name of the organization the group proposes to study and a list of group members.
2)Description of the organization
A brief description of the organization (i.e. product or service that it provides, location, size, external environment (describe the environmental sectors that have a direct impact on the companies operations, and any other relevant information you think would be appropriate).
3) Assignment of roles and responsibilities
Assignment of roles and responsibilitiesfor each group member, identify task that need to be completed, and deadlines associated with each task. This will clarify who is doing what and timelines for various tasks.
My suggestion is to assign topics according to the chapters of the text. For instance, you could assign each group member one or more chapter(s). The most important or relevant chapters are: structural and contextual variables (chapter #1), strategy and goals (chapter #2), organization structure (chapter #3) , external environment (chapter #4), lifecycle and size (chapter #9) and organizational culture (chapter #11). Other chapters that are important and could be included are: interorganizational relationships (chapter #5), international challenges (chapter #6), mfg technology (chapter #7), (chapter #10), innovation and change (chapter #11), and conflict, power, and politics (chapter #13)
4) Problem Definition:
This section will require you to identify a possible problem, issue, challenge that your organization is facing. If your organization is a publicly traded company, you’ll be able to look online for various problems/challenges facing the company. Otherwise, you may need to contact someone at the organization directly to identify a possible problem/issue facing your organization. Please note that you’ll be able to change your problem/issue at a later date. Provide a reference(s) and citations to explain where you obtained this information.
An except from a previous proposal
There are several issues with UNB’s structure but the main concern is that there is too much centralization and concentration of power at the administration level (org. design issue – relates back to what we’ve discussed in class). Some of the organizational design issues have led to conflicting goals and hinder the capability to meet the overarching strategic go.
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