Organizational Structure & Organizational Change (CF &JI) Flashcards

1
Q

What are the three types of organizational Design?

A
  1. Simple Structure
  2. Bureaucratic Structure
  3. Matrix
    Exam question?
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2
Q

Family Business-centralized,
Wide span of control, little formalization i.e father or uncle owns business and uncle overseas everyone (wide span of control) there isn’t much formalization on how to run a business though.

A

Simple Structure

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3
Q

Standardized narrow span of control, centralized authority. I.E head is CEO - one person everyone has to go through if any changes need to be made. Hierarchical type structure.

A

Bureaucratic structure

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4
Q

Dual line of authority balanced by top management. Can be more then two different departments (dual line of managers)

A

Matrix

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5
Q

What are the three new organizational designs?

A
  1. Virtual
  2. Boundaryless
  3. Lean
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6
Q

No central office, organizational charts or hierarchy, customers, suppliers, competitors come together to exploit opportunities and obtain objective.

A

Virtual

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7
Q

Flat, no chain of command, limitless span of control empowered by teams

A

Boundaryless

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8
Q

Downsizing, closing locations, focus on core competencies. I.e blackberry

A

Lean

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9
Q

Why do structures differ? (There are 6 reasons)

A
  1. Organizational Models
    - mechanistic-bureaucratic, hierarchical
    -Organic, flat, no chain of command
  2. Other factors
    - size, environment, strategy, technology
  3. Organizational size
    -the more people, the more specialization, more departmentalizations, more vertical levels, more rules and regulations
  4. Technology - Degree of routineness
    If you’re using technology instead of people for your business, the structure of your business would be more centralized and narrow expansions of control
  5. Strategy (how you want to go about your business and the type of environment)
    -values innovation, cost minimization or imitation - H&M
    - if your strategy is innovation what would your strategy be? Organic.
  6. Environment
    - static vs. Dynamic
    Capacity, volatility, complexity
    (Have an understanding of these terms)
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10
Q

Static vs Dynamic
- capacity, volatility, complexity

Static = nothing much changes,
Here are the rules,
Follow them. Beaucractic culture

A

Capacity - similar to demographics - supply and demand
Volatility- aboard, warzone
Complexity - rules and regulations,
Would benefit from a formalized structure

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11
Q

To maximize employee satisfaction and performance, individual differences such as experience, personality, workforce as well as culture need to be taken into account

A

Organizational design & employee behaviour

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12
Q

Customer satisfaction question: do you think you could attend to your customers better in a centralized or a decentralized organization?

A

A: decentralized - negotiation and give you an answer right away without losing you. Even if it’s in a big organization.

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13
Q

Q: is formalized beauracy bad?

A

No because it’s cost effective and very efficient.

Be able to apply
Your knowledge when it comes to organizational structure.

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14
Q

The movement of an organization from one estate to another

- It may involve a change in a company’s structure. Strategy, policies, procedures, technology and culture.

A

Organizational change

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15
Q

Why do organizations change (6 reasons)

A
  1. Workplace demographics (motivation, older workers)
  2. Technology
  3. Globalization
  4. Changes in the market conditions (I.e downsizing)
  5. Growth
  6. Poor performance (take a look at the org culture).
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16
Q

** what are Kotler’s eight step plan for implementing change? Exam question

A
  1. Establish a sense of urgency by creating a compelling rationale
  2. Form a coalition with enough power to lead the change
  3. A new vision to direct the changes and strategies.
  4. Communication and vision throughout the organization
  5. Empower others to act on the vision
  6. Plan for, create, reward short term ‘wins’
  7. Consolidate
  8. Reinforce
17
Q

Can be active or passive (depending on the individual)

A

Resistance to change (exam question)

18
Q

Two types of resistance to change - please name

A
  1. individual
  2. Organizational
    Exam question
19
Q

Misunderstanding / miscommunication, disrupted habits, personality, feelings of uncertainty, fear of failure, perceived loss of power

A

Individual (resistance to change) exam question

20
Q

Structured inertia
Group inertia
Threat to expertise (mergers and acquisitions come into play here).
Financial strains

A

Organizational (resistance to change) exam question

21
Q

Q: another question on exam:
How do we overcome resistance by creating culture of change?
How does learning and creativity help with change?

A

A: creating a culture of innovation and a learning type organization / culture. Learning and creativity help with change as the more you know the more comfortable you are. If you take creativity and learning and implement them into your culture the buy-ins would Come about much easier. Breaking people’s resistance to change.

22
Q

What are the global implications for change?

A
  1. Reliance on tradition
  2. Long term vs short term focus / time orientation
  3. Power distance
23
Q

Global implications for change each 3 defined.

A
  1. Reliance on tradition - different people from different cultures resistance to change. Take into consideration your time when implementing this change.
  2. Long term vs short
    Term focus / time orientation - this is future thinking with time (almost the same thing as reliance to tradition).
    Long term- rely on tradition and need more time for change
  3. Power distance- the bigger the power distance is, the easier it’s going to be to implement this change. Communication takes longer, the power etc.