COB 300A- Management Exam 4

Organizational Structure

A system for accomplishing and connecting the activities that occur within a work organization

Help people know what work to do, how it supports others, and how it supports the organization

How can people use organizational structures?

Organizational Design

The process of setting up organizational structures to address the needs of an organization and account for the complexity involved with accomplishing business objectives

Organizational Change

The constant shifts that occur within an organizational system

Managed Change

Helps leaders intentionally shape how these shifts occur over time

Organizational development

The label for a field that specializes in change management

Formal Organization

An officially defined set of relationships, responsibilities, and connections that exist across an organization

Informal Organization

The invisible network of interpersonal relationships that shape how people actually connect with one another and carry out activities

Bureaucratic model

Organizations will find efficiencies when they divide the duties of labor, allow people to specialize, and create structure for coordinating the differentiated efforts.

Hierarchy of responsibility

1. Specialization

2. Command and control

3. span of control

4. Centralization

5. Formalization

Command and control

The way in which people report to one another/coordinate their efforts

Span of control

The scope of the work any one person is responsible for

Centralization

How resources/information flows

Formalization

How defined the formal roles are

Mechanistic Bureaucratic Structure

Strongly hierarchical form of organizing designed to generate a high degree of control and standardization

Vertical Organizational Structure

Tall structure, many levels of management

Organic Bureaucratic Structure

Relies on the ability of people to self organize and make decisions without much direction such that they can adapt quickly to changing circumstances

Horizontal Structure

Many individuals are empowered to make an organization. This structure is flat with few levels of hierarchy

Product Structures

Business organizes its employees according to product lines/lines of business

Geographic Structures

Exist where organizations are set up to deliver a range of products within a geographic are set up to deliver a range of products within a geographic area

Matrix Structure

An organization that has multiple reporting lines of authority

Types of Change

1. Structural Change

2. Technological Change

3. Culture Change

Structural Change

Changes in the overall formal relationships within an organization

Technological Change

Implementing new technologies is forced upon companies as the environment shifts

Culture Change

Reshaping and reimagining the core identity of the organization. It is the most difficult type of organizational change to accomplish

Differentiated Tasks

The process of organizing employees based on specific functions

Organizational Life Cycle

1. Entrepreneurship Phase

2. Survival and early success

3. Sustained Success/Maturity

4. Renewal/Decline

Entrepreneurship phase

Organization is small and agile during this phase, focusing on new products and markets

Survival and Early Success

Organization begins to scale up and find continuing success during this phase. This is where the organization develops and builds formal structures

Sustained Success/Maturity Phase

The organization expands and hierarchy deepens, with multiple levels of employees

Renewal/Decline Phase

The organization expands to the point that its operations are far flung and departments need autonomy to function during this phase. Functional structures are necessary

Scope of change

The degree to which required change will disrupt current patterns and routines

Incremental Change

Small refinements in current organizational practices or routines that improve existing practices

Transformational Change

Significant shifts in an organizational system that may cause significant disruption to some underlying aspect of the organization, its processes, or structures

Strategic Change

Change that helps align an organization’s operations with its mission and objectives

• Can be either incremental or transformational

Level of change

The breadth of the systems that need to be changed

Individual Level of change

How to help employees to improve some aspect of their performance or knowledge that they need to continue to improve the organization in an effective manner

Group Level of Change

Centers on the relationships between people and usually focuses on helping people to work more effectively together

Intentionality

The degree to which the change is intentionally designed or purposefully implemented

Planned Change

An intentional activity/set of activities designed to create movement toward a goal

Unplanned change

A type of change that is unintentional and usually the result of informal organizing

ABCDE Model

A- Activating event

B- Beliefs about the event

C- The emotional consequences

D- Disputations to challenge irrational beliefs

E- Effective New beliefs replace the irrational ones

A: Activating Event

Something happens to or around someone

• What happened

B: Belief

The event that causes someone to have a belief, either rational or irrational

• What was I thinking

C: Consequences

The belief has led to a consequence, with rational beliefs leading to healthy consequences and irrational beliefs leading to unhealthy consequences

• What I felt

D:Disputation

If one has held an irrational belief which has consequences, they must dispute that belief and turn it into a rational belief

• What was wrong with my thinking

E: New Effect

The disputation has turned the irrational belief into a rational belief, and the person now has healthier consequences of their belief as a result

• What thoughts would be more accurate and helpful

Irrational Thinking

_____________ blocks a person from achieving their goals, creates extreme emotions that persist and which distress and immobilize, and leads to behaviors that harm oneself, others, and one’s life in general

Activating Event

Any action, words, or event, that results in an emotional reaction, no matter how insignificant

Emotional Consequence or Response

The feelings or emotions someone has as a result of A (the activating event.

• A=C

• B (belief system) does not equal A or C

Belief System

The part of our personality that is responsible for our thoughts

• RB- Rational Belief

1. Are not rigid

2. Result in emotions that fit the situation

3. helps us attain our goals

Characteristics of Rational Beliefs

1. Are not logical

2. Are inconsistent with what we know to be true

3. Are rigid

4. IB’s are often over learned, rehearsal since childhood, and are frequently based on narcissistic or grandiose demands placed on the self, others, or the universe

Characteristics of Irrational Beliefs

1. Demandingness

2. Awfulizing

3. Human Worth Ratings

4. Low Frustration Tolerance

Four Basic Irrational Processes

Demandingness

The belief in imagined universal rules

Awfulizing

The belief that the world is full of terrible, awful, and catastrophic things

Human Worth Ratings

The belief that people can be rated

Low Frustration Tolerance

the belief that one cannot stand what one does not like

• Does my God require that I feel this way or take this action?
• Is there a law that says I must feel this way?
• Is this the way that everyone is required to feel?
• Does society insist we feel this way or we will be cast out of it?
• Is this how I have been taught to behave and why?
• Do I have control over this situation? Do I have options of how to behave?
• Is there anything that requires me to take action or to feel this way?
• Is this really a loss to me? Is it an opportunity?

How to dispute

Reality-Testing

Is this true?

Exposure

Possibly the most common behavioral strategy used in REBT involves clients entering feared situations they would normally avoid.

Stepping out of character

one common type of paradoxical behavior

Rational Emotive Behavior Thinking (REBT)

a type of cognitive-behavioral therapy (CBT) developed by psychologist Albert Ellis in the 1950s

Management applications:

• Stress Management: REBT can help employees manage work-related stress by addressing irrational beliefs about their job, workload, or interactions with colleagues.

• Conflict Resolution: By identifying and challenging irrational beliefs, employees can approach conflicts more rationally and find constructive solutions.

• Performance Improvement: REBT can help individuals overcome self-defeating thoughts that hinder their performance, leading to better productivity and job satisfaction.

REBT Goals

to establish beliefs and habits that are congruent with survival, being satisfied with your life, interacting with others in a positive way, achieving intimate relations with a few others

Serif Font

means foot in Latin, the letters have a little “foot” at the bottom. It can speed reading

Sans Font

means without foot in Latin, the letters lack a “foot” at the bottom. It can slow reading

Ligatures

a combination of letters, the computer kind of treats them as a pair rather than two separate letters (relatively new for Microsoft)

Kerning

Controlling the distance between letters

Line spacing

controlling the distance between lines

Law of Reciprocity

thou shall not take without giving in return

Asynchronous Reciprocity

concept where exchanges or interactions do not occur simultaneously. Instead, one party provides a benefit or service to another at a different time, creating a delayed reciprocal relationship

Work station, free internet access, network that allows for serendipity, reserved space, free lunch, free snacks, coffee, drinks

What does Seats2Meet provide for free?

Meeting space by the seat, private offices, secretarial services

What do you pay for at Seats2Meet?

1. Reserve a seat the day in advance

2. Log into the cloud. View the list of services available through the cloud. If new, provide a picture, a description of your business, and a list of areas of expertise

3. Agree to provide Social Capital

4. Be open to Serendipitous Interactions

How does Seat2Meet Work?

1. Shared or distributed leadership

2. The drive method of motivation

3. Remote work and flexible scheduling

How can we improve the future of management?

1. Pace of change accelerates

2. Strategy life cycles are shrinking

3. Deregulation and new technology reduces barriers to entry

4. Companies are in ecosystems over which they have little control

5. Digitalization of intellectual property

6. Internet shift of bargaining power from producers to consumers

7. Plummeting communication costs

New challenges in management:

• First line employees are responsible for results

• Team members have access to real-time performance

• They have decision authority over the key variables that influence performance outcomes

• There’s a tight coupling between results, compensation, and recognition

When do you NOT need top-down discipline?

1. Formal statements, ceremonies, rites, and rituals

2. Slogans, sayings, and symbols

3. Stories, legends, and myths

4. Leader reaction to crises and past/present heroes

5. Role modeling, training, coaching

6. Physical design

7. Rewards, titles, promotions, and bonuses

8. organizational goals and performance criteria

9. Measurable and controllable activities

10. Organizational Structure

11. Organizational Systems and procedures

Dimensions that influence organizational culture

Symbols

An object, act, quality, or event that conveys meaning to others

Story

Narrative based on true events, which is repeated and sometimes embellished upon to emphasize a particular value

• Ex: Ross Perot making people restore his family’s ranch. He wanted his employees to get the job done, get creative, and find a solution

Hero

A person whose accomplishments embody the values of the organization

Rites and Rituals

Activities and ceremonies that celebrate important occasions and accomplishments in the organization’s life

The Change Process

To bring about change, you have to break old habits (unfreeze), create new habits (change) and solidify new habits (refreeze)

Personality, demographic backgrounds

Sources of individual resistance to change:

Structural inertia, group inertia, threats to expertise

Sources of organizational resistance to change:

Punctuated Equilibrium

Organizations go through long periods of stability during which incremental changes take place. This is followed by short, complex periods of dynamic change (revolutionary periods) and finishing with a new equilibrium

Product Innovation

creating new products/changing appearance or existence of an existing product

Process Innovation

change in the way a product is conceived/manufactured/assembled

Environmental Scanning

searching the environment for important events or issues that might affect an organization. Looking for threats and opportunities.

Sustaining Innovation

the process of making incremental improvements to existing products, services, or processes to maintain or enhance a company's competitive edge.

Disruptive Innovation

is like a new, smaller competitor that starts off by offering something different and less advanced than what the big companies are doing. Over time, this new competitor improves their product or service until it becomes so good that it challenges the big companies and changes the whole market.

1. FFE- Fuzzy Front end

2. NPD- New product development process

3. ESC- Early stage commercialization

4. DMA- Driving Mass

Stages of Innovation

Teams

a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

1. Gain Synergy

2. Improved Decision making and ownership

3. Diversity of Thoughts and opinions

4. Improved Satisfaction

5. Allow pursuing projects that are larger than an individual effort

Advantages of teams:

1. Can be slow and afraid of risk

2. Support social loafers

3. Support Self-fulfilling prophecy

4. Create Conflict

5. Create group think

Disadvantages of Teams

Team Formation

Forming, storming, norming, performing, adjourning

Self-Managing Teams

A small group of employees responsible for managing and performing technical tasks to deliver a product or service to an internal or external customer

Cross Functional Teams

a work group composed of workers from different specialties and about the same organization level, who come together to accomplish a task/solve a problem

Crew

a group of specialists who each have specific roles, perform brief events that are closely synchronized with each other, and repeat these events under different environmental conditions