Integrative Analysis and Prescription for Change Term Paper
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BUSB330Week7_Chapters151617and183.pptxBUSB 330
Week 7
Chapters 15, 16, 17 and 18
Any Questions
Chapter 15 – Foundations of Organizational Structure
Why do we care?
Organizational Structure
The way in which job tasks are formally divided, grouped and coordinated
Work Specialization
The degree to which tasks in an organization are subdivided into separate jobs
Chain of Command
The unbroken line of authority… from the top to the bottom (Who reports to whom)
What happens when you go “outside” the chain?
A Few Good Men
Span of Control
Efficiency vs. Effectiveness
What is it?
What is the optimal number?
What is “Simple Structure?”
Low degree of departmentalization
Wide spans of control
Authority centralized in a single person
Little formalization
What is “Bureaucracy?”
Highly routine operating tasks achieved through specialization
Narrow spans of control
Chain of Command
Office Space
What is the “Virtual Structure?”
Small core organization that outsources major business functions
Experiential Exercise (pg. 518)
The Sandwich Shop
Chapter 16 – Organizational Culture
What is it? In your own words…
How do employees learn culture?
Stories
Rituals
Symbols
Language
Strive for a Positive Culture
Remember the book…”Contagious Culture” by Anese Cavanaugh
Chapter 17 – Human Resources
So important for an organization!
HR Involves…
Recruitment
Selection
Training and Development
Performance Evaluation
Leadership
Chapter 18 – Organizational Change and Stress Management
Most critical chapter in the text
Forces for Change
Nature of the Workforce
Technology
Economic Shocks
Competition
Social Trends
World Politics
What is a “Change Agent?”
Persons who act as catalysts and assume responsibility for managing change activities
Resistance to Change
Individual
Habit
Security
Economic
Fear of the Unknown
Selective information processing
Organizational
Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power
Overcoming Resistance
Communication
Participation
Building Support and Commitment
Develop Positive Relationships
Selecting People who Accept Change
Find your Change Champion
How do we do it?
Lewin’s Model for Change
3 Steps
Unfreezing
Movement
Refreezing
Kotter’s 8-step model
Sense of Urgency
Form a Coalition
Create a new Vision
Communicate the Vision
Empower others to Act
Plan for short-term ”Wins”
Consolidate improvements, reassess, make adjustments
Reinforce the changes
Org. Development
Sensitivity Training
Survey Feedback
Process Consultation
Team Building
Intergroup Development
Appreciative Inquiry
