Organizational Structure, Culture, and Innovation: Key Concepts and Change Management

Organization structure

the formal arrangement of tasks, reporting relationships, and communication linkages

Organization chart

arrangement of work positions within a team or organization

Verticals

reporting relationships in the organization's hierarchy

Division of labor

distributes tasks amoung individuals and groups

Formal structure

official structure of the organization

Informal structure/shadow organization

network of unofficial relationships among an organization's members (can be susceptible to rumor, carry inaccurate information, breed resistance)

Social network anaylysis

informal structures and their embedded social relationships that are active in an organization

Functional structure

groups people together with similar skills who perform similar tasks

Functional chimneys problem/ functional silos problem

lack of communication and coordination across functions

Divisional structure

groups people together working on the same product, in the same area, or with similar customers

Product structure

groups together people and jobs working on a single product or service

Customer structure

groups together people and jobs that serve the same customers

Geographic structure

brings together people and jobs performed in the same location

Matrix structure

combines functional and divisional approaches to emphasize projects or program teams

Cross functional team

brings together members from different functional departments

Network structure

links a central core of full time employees with networks of outside suppliers and service contractors

Organizational design

process of configuring organizations to meet environmental challenges

Span of control

number of persons directly reporting to a manager

Centralization

top management keeps the power to make most decisions

Decentralization

top management allows lower levels to make many decisions

Delegation

process of entrusting work to others

Empowerment

gives freedom to do their jobs as they think best

Bureaucracy

rational and efficient form of organization founded on logic, order, and legitimate authority

Mechanistic designs

bureaucratic, centralized and vertical structure

Organic designs

adaptive, deentralized and horizontal structure

Job sharing

splits one job between two people

Virtual organization

uses the latest collaboration and information technologies to operate as a shifting network of on demand interactions

Organizational culture

system of shared beliefs and values guiding behavior

Strong cultures

clear, well defined, and widley shared among organization members

Socialization

process through which new members learn the culture of a team or organization

Observable culture

what you see and hear when walking around an organization

Core culture

found in the underlying values of the organization (beliefs and values shared by members

Value based management

actively develops, communicates and enacts shared values

Workplace spirituality

practices that create meaning and shared community among organizational members

Process innovations

results in better ways of doing things

Product innovations

results in new or improved goods or services

Business model innovations

result in ways for firms to make money

Green innovation of sustainable innovation

reduces the carbon footprint of an organization or its products

Social innovation

business innovation driven by a social conscience

Social entrepreneurs

take risks to pursue innovative ways to solve pressing social problems

Commericializing innovation

process of turning new ideas into applications that generate problems

Reverse innovation

recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets

Disruptive innovation

creates products or services that become so widley used that they largely replace prior practice and competitors

Change leader

trues to change the behavior of another person or social system

Transformational change

result in a major and comprehensive redirection for an organization

Incremental change

bends and adjusts existing ways to improve performance

Unfreezing

phase during which a situation is prepared for change

Refreezing

phase of which change is stabilized

Improvisational change

makes continual adjustments as changes are being implemented

Force coertion strategy

purses change through formal authority and the use of rewards or punishments

Rational persuasion strategy

pursues change through empirical data and rational argument

Shared power strategy

pursues change by participation in assessing change needs, values, and goals

Leadership

process of inspiring others to work hard and accomplish important tasks

Managerial power equation

panagerial power= position power x personal power

Reward power

achieves influence by offering something of value

Coercive power

achieves influence by punishment

Legitimate power

achieves influence by formal authority

Expert power

achieves influence by special knowledge

Reference power

achieves influence by personal identification

Relationship power

achieves influence through networking and personal connections

Social capital

ability to get things done based on who you know

Visionary leadership

brings to the situation a clear sense of the future and an understanding of how to get there

Autocratic leader

emphasizes tasks over people

Human relations leader

emphasized people over tasks

Democratic leader

encourages participation with an emphasis on task and people

Laissez-faire leader

disengaged, showing low task and people concern

Contingency leadership perspective

suggest that what is successful as a leadership style varies according to the situation and people involved

Authority decision

made by the leader and communicated to the group

Consultative decision

made by a leader after receiving information, advice, or opinions from group members

Group decision

made by group members themselves

Charismatic leader

develops special leader-follower relationships and inspires followers in exceptional ways

Transactional leadership

engages followers by using position power, behvior, and styles in mechanical and unemotional ways

Transformational leadership

uses personal power and vision to engage with followers in an emotional and inspirational way

Emotional intelligence

ability to manage our emotions in leadership and social relationships

Emotional intelligence quotient

measure of a persons ability to manage emotions in a leadership and social relationships

Gender similarities hypothesis

holds that males females have similar psychological makeups

Leadership double blind

women get criticized for displaying stereotypical male leadership characteristics and also for displaying stereotypical female leadership characteristics

Interactive leadership

strong on communicating, participation, and dealing with problems by teamwork

Moral leadership

has integrity and appears to others as "good" or "right" by ethical standards

Moral overcofidence

overly positive view of ones integrity and strength of character

Narcissistic leader

arrogant, consisders self superior to others, driven by a sense of entitlement and need for admiration

Machiavellian leader

manipulative and callous strong puller, driven by power and status

Pychopathic leader

disregards moral boundaries and is willing to hurt, bully, and intimidate others

Severant leadership

means serving others and helping them use their talents so organizations benefit society

Authentic leadership

honest and transparent, high in self-awareness and open in sharing and living up to personal values

Perception

process through which people receive and interpret information from the environment

Halo effect

uses one attribute to develop an overall impression of person or situation

Selective perception

focuses attention on things consistent with existing beliefs, needs or actions

Projection

assigns personal attributes to other individuals

Fundamental attribution error

overestimates internal factors and underestimates external factors as influences on someones behavior

Self serving bias

underestimates internal factors and overestimates external factors as infuences on someones behavior

Impression management

tries to create desired perceptions in the eyes of others

Extraversion

outgoing, sociable, assertive

Agreeableness

good natured, cooperative, and trusting

Conscientiousness

responsible, dependable, careful

Emotional stability

relaxed, secure, and unworried

Openness to experience

curious, receptive to new ideas, and imaginative

Locus of control

extent to which one believes what happens is within ones control

Self monitoring

degree to which someone is able to adjust behavior in response to external factors

Authoritarianism

degree to wich a person defers to authority and accepts status differences