Chapter 10 and 14 Organizational Structure and Change Flashcards Preview

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Flashcards in Chapter 10 and 14 Organizational Structure and Change Deck (7)
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1
Q

Define Organizational Structure

A

A system of shared meaning held by members that distinguishes the organization from other organizations

2
Q

list 7 characteristics of an Organizational Culture

A

1) Innovation and risk taking - the degree to which employees are encouraged to be innovative and take risks
2) Attention to detail - the degree to which employees are expected to exhibit precision, analysis, and attention to detail
3) Outcome orientation - the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve these outcomes
4) People Orientation - the degree to which management decisions take into consideration the effect of outcomes on people within the organization
5) Team Orientation - the degree to which work activities are organized around teams rather than individuals
6) Aggressiveness - the degree to which people are aggressive and competitive rather than easygoing
7) Stability - the degree to which organizational activities emphasize maintaining the status quo in contrast to growth

3
Q

4 levels of organizational culture

A

1) Artifacts - aspects of an organizations culture that you see, hear, and feel
2) Beliefs - the understandings of how objects and ideas relate to each other
3) Values - the stable, long lasting beliefs about what is important
4) Assumptions - the taken for granted notions of how something should be in an organization

4
Q

4 examples of Artifacts

A

1) Language
2) Material Symbols
3) Stories
4) rituals

5
Q

6 forces for change

A

1) nature of the workforce
2) Technology
3) Economic Shocks
4) Competition
5) Social Trends
6) World Politics

6
Q

Lewins Three Step Model

A

1) Unfreezing - arouse dissatisfaction with the current state
- activate and strengthen top management support
- use participation in decision making
2) Moving - establish goals
- institute smaller, acceptable changes that reinforce and suport change
- develop management structures for change
- maintain open, two way communication
3) Refreezing - build success experiences
- reward desired behaviour
- develop structures to institutionalize the change
- make change work

7
Q

Kotter’s 8 step plan for implementing change

A

1) establish a sense of urgency by creating a compelling reason for why change is needed
2) form a coalition with enough power to lead the change
3) Create a new vision to direct the change and strategies for achieving the vision
4) Communicate the vision throughout the organization
5) remove barriers to change and encourage risk taking and creative problem solving
6) Plan for, create, and reward short term wins that move the organization toward the vision
7) Consolidate improvements, reassess changes, and make necessary adjustments
8) Reinforce changes by demonstrating relationship between new behaviours and success