\nDescription
\nKey questions to ask when designing an effective organizational structure include:
\nHow many individuals can a manager direct efficiently and effectively
\nWhere should decision making authority lie entirely with the manager or more as collaboration between
\nmanager and staff
\nAnswer each question in 2 3 paragraphs based on personal experience and your readings. Be sure to use proper
\nspelling, punctuation, and grammar and cite your sources per APA. For more information on APA, please visit
\nthe Online Library, which is available through the Resources tab.<\/p>\n
Organizational Structure
\nAn organization\u2019s structure defines how job tasks are formally divided, grouped, and coordinated. The structure, in turn, is defined by six key elements: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.
\nModels of Organizational Structure
\nThere are two very different models of organizational structure. The first is mechanistic, which is generally synonymous with bureaucracy. That\u2019s because it has extensive departmentalization, high formalization, a limited information network (mostly downward communication), and little participation by low-level members in decision making.
\nThe second is organic. It is flat, uses cross-hierarchical and cross-functional teams. It has low formalization, possesses a comprehensive information network, and involves high participation in decision making.
\nWhy Structure
\nAn organization\u2019s structure is a means to help management achieve its objectives. Strategy and structure should be closely linked; structure should follow strategy. Strategy frameworks focus on three strategy dimensions: innovation, cost minimization, and imitation. The challenge is to decide which structural design works best with each strategy dimension.
\nChange
\nForces for Change
\nThere are six forces for organizational change:
\n \tNature of the Workplace
\n \tTechnology
\n \tEconomic Shocks
\n \tCompetition
\n \tSocial Trends
\n \tWorld Politics
\nResistance to Change
\nOrganizations and their members resist change. In one sense, this resistance is positive. It provides a degree of stability and predictability to behavior. Resistance to change can also be a source of functional conflict. The down side to resistance to change is that it hinders adaptation and progress.
\nResistance can be overt, implicit, immediate, or deferred. A change may produce what appears to be only a minimal reaction at the time it is initiated but surfaces weeks, months, or even years later. Or a single change by itself has little impact. But it becomes the straw that breaks the camel\u2019s back.
\nThere are five reasons why individuals may resist change.
\n1.\tHabit \u2013 We\u2019re creatures of habit relying on habits or programmed responses.
\n2.\tSecurity \u2013 People who have a high need for security are likely to resist change because it threatens their feeling of safety.
\n3.\tEconomic factors \u2013 The concern that changes will lower one\u2019s income. They fear they won\u2019t be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity.
\n4.\tFear of the unknown \u2013 Changes substitute ambiguity and uncertainty for the known.
\n5.\tSelective information processing \u2013 Individuals shape their world through their perceptions, and they resist changing it.
\nOrganizations, by their very nature, are conservative and actively resist change. There are six major sources of organizational resistance.
\nOvercoming Resistance
\nThere are five tactics that can be used to overcome Resistance to Change.
\n1.\tCommunication
\n2.\tParticipation
\n3.\tProvide Support
\n4.\tReward Acceptance of Change
\n5.\tCreate a Learning Organization
\nAdditional Materials
\nView this presentation for more information on Organization Structure.<\/p>\n
View this presentation for more information on Organizational Change and Stress Management.<\/p><\/p>\n","protected":false},"excerpt":{"rendered":"
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