06.10.2021adoade_dymcorporate governanceStudent$10-40 (short assignment)6 hours
Organizational Structure and Change Organizational Behavior Organizational Behavior by OpenStax, 2019 1 Welcome to Chapter 16 - Organizational Structure and Change of our Organizational Behavior book. 1 Learning Objectives What are mechanistic and organic organizational structures? What are the fundamental dimensions of change? How do leaders deal with change? Organizational Behavior by OpenStax, 2019 2 The three main objectives of this chapter are… What are mechanistic and organic organizational structures? What are the fundamental dimensions of change? And... How do managers deal with change? 2 Table of Contents Organizational Design and Structures Organizational Change Change Management Organizational Behavior by OpenStax, 2019 3 The chapter is divided into three sections aligned with the learning objectives… Organizational Design and Structures (distinguishing between organizational design, structure, and development); Changes in the organization...
organizational structure and change
organizational behavior
OpenStax Organizational Behavior, 2019
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Welcome to Chapter 16 - Organizational Structure and Change of our book "Organizational Behavior".
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learning goals
What are mechanistic versus organic organizational structures?
What are the fundamental dimensions of change?
How do leaders deal with change?
OpenStax Organizational Behavior, 2019
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The three learning objectives in this chapter are...
What are mechanistic versus organic organizational structures?
What are the fundamental dimensions of change? AND…
How do leaders deal with change?
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Content
organizational structures and design
changes in the organization
manage changes
OpenStax Organizational Behavior, 2019
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The chapter is divided into three sections, which are based on the learning objectives...
Structures and organizational design (distinction between organizational design, structure and development);
Organizational change (taking into account the types and dimensions of change); Is
change management (discussion of assumptions about change and Kotter's model of change); and finally...
...we will also cover Chip Conley's TedTalk Measuring the Value of Life.
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organizational structures and design
organizational behavior
OpenStax Organizational Behavior, 2019
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In structures and organizational design we will distinguish between organizational design, structure and development.
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organizational structure
Organizational design is the process of creating organizational structures to meet the needs of an organization and address the complexities involved in achieving business objectives.
An organizational structure is a system for conducting and connecting the activities that take place within a work organization.
The formal organization is an officially defined set of relationships, responsibilities, and connections that exist in an organization.
The informal organization is sometimes referred to as the invisible network of interpersonal relationships that shape the way people connect to carry out their activities.
Organizational development (OE) is the name of a special area of change management
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OpenStax Organizational Behavior, 2019
Organizational design is the process of creating organizational structures to meet the needs of an organization and address the complexities involved in achieving business objectives. The intention of the organization is to try to develop a structure that adapts to the environment or to what it aspires to become. For example, think of a room in your house. If you've been living there for a while, how would you rearrange the room to better suit your needs?
The organizational structure, on the other hand, is the actual and current system for driving and linking the activities that take place within the organization (or who does what and how). There is one…
Formal organization, or the officially defined relationships, responsibilities, and connections that exist in an organizational chart; but there is always one...
Informal organization, or the invisible network of interpersonal relationships that determines how people contact each other to carry out their activities.
For example, when I was dean of undergraduate studies serving on an interdisciplinary task force made up of staff from all departments, I was often only able to request a change in one direction, even though I had no formal or direct relationship. to the departments represented.
Organization Development (or OD) is the term given to a field that specializes in helping organizations manage change by using organizational behavior (or OB) principles and moving from organizational design to organizational structure.
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Mechanical and organic structures.
bureaucratic model:
The degree to which people are organized into subunits based on their expertise is called specialization.
Command and control refers to the way in which people report to each other or interact with each other to coordinate their efforts in carrying out the work of the organization.
The scope of work for which a person is responsible in the organization is known as the span of control.
How to manage the flows of resources and information in an organization or its centralization
Formalization refers to the level of role definition that exists throughout the organization.
MechanisticOrganic
HighSpecializationLow
VerticalCommand-and-ControlHorizontal
A wide range of control
CentralizedCentralizationDecentralized
HighFormalizationLow
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One of the most common frameworks for thinking about organizational structure is called the bureaucratic model, which consists of five elements of bureaucracy that serve as the basis for determining an appropriate structure:
Specialization is the degree to which people are organized into sub-units according to their expertise (for example, in human resources or HR you might specialize in talent acquisition, performance management, industrial relations, and people development);
Command and control refers to the way people report to each other or network to coordinate their efforts in getting the organization's work done (i.e., your organization is more hierarchical and top-down, like organizations). armed forces, or is it a more superficial organization). , with greater equality, as a community of neighbors);
Span of control is the amount of work each person in the organization will be responsible for (basically how many people report to a manager);
Centralization is the management of the flows of resources and information within an organization (when I was in real estate we were very centralized at first, but as we expanded we gave each branch more autonomy to work within a variety of parameters as needed); Is
Formalization refers to the level of definition of roles that exist throughout the organization (a good question is how many forms are required to receive reimbursement? If it's more than simply submitting a receipt, chances are your organization is heavily influenced by formalization). . . .
Not surprisingly, our two archetypal models (mechanistic and organic) are at opposite ends of the spectrum in each model element, with highly specialized mechanistic organizations, top-down leadership and control, narrow spans of control, centralization, and high formalization. ; while organic organizations show low specialization, horizontal command and control capabilities, wide spans of control, decentralization, and little formalization.
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changes in the organization
organizational behavior
OpenStax Organizational Behavior, 2019
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In Organizational Change we will see the types and dimensions of change.
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changes in the organization
exchange rates
structural change. This has to do with changes in general formal relationships within an organization.
technological change. The implementation of new technologies is often imposed on an organization as the environment changes.
culture change Organizational culture refers to common patterns of thought and behavior within an organization.
Organizational Life Cycle
Entrepreneurial phase. The organization is typically very small and nimble, with a focus on new products and markets.
Survival and early success. It occurs when an organization begins to grow and finds continued success.
Sustained success or maturity. The organization expands and the hierarchy deepens, now with multiple levels of employees
renewal or rejection. It occurs when an organization expands to the point where its activities expand and it needs to operate somewhat autonomously.
OpenStax Organizational Behavior, 2019
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There are three general types of change in organizations...
Structural changes, i. h Changes in general formal relationships within an organization (for example, a department moving from one department to another, for example our Equal Opportunity Program or EOP is now part of Student Affairs and no longer part of Undergraduate Studies );
Technological changes, i. h the implementation of new technologies that are often imposed on an organization as the environment changes (such as Zoom, which is now becoming our main teaching and meeting tool); Is
cultural change d. h A change in an organization's underlying assumptions, values, or behaviors (for example, we have partially moved to a more student-oriented university).
Furthermore, as we have seen with teams, there is a natural organizational life cycle, which begins with…
Entrepreneurial phase when the organization starts and is usually very small and agile and focused on new products and markets; So
Survival and early success occur when an organization begins to grow and experiences continued success; with
Sustained success comes with maturity as the organization expands and the hierarchy deepens, now with multiple levels of employees; and finally there is also...
Rejuvenation or decline occurs when an organization expands to the point where its operations need to become more autonomous or consolidated.
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dimensions of change
The scope of change refers to the extent to which the required change will disrupt current patterns and routines.
Incremental changes refer to minor refinements of current organizational practices or routines that do not challenge existing aspects and practices within the organization, but rather develop or improve them.
Transformational change refers to significant changes to an organizational system that may result in significant disruption to an underlying aspect of the organization, its processes, or structures.
Strategic change is incremental or transformational change that helps align an organization's operations with its mission and strategic objectives.
The degree of change refers to the range of systems that need to be changed within an organization.
Changes at the group level focus on the relationships between people and are generally focused on helping people work together more effectively.
An organizational level change is a change that affects the entire organizational system or several of its units.
Intentionality is the final dimension of change and refers to the degree to which the change is intentionally designed or implemented.
Planned change is an intentional activity or series of intentional activities intended to create movement toward a specific goal or end.
Unplanned changes are not intentional and are usually the result of lax organization. It may or may not serve the objectives of the organization as a whole.
OpenStax Organizational Behavior, 2019
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When considering how to assess the need for change in an organization, it may be helpful to think about dimensions of change such as:
The scope of the change, or the extent to which a proposed change will disrupt current patterns and routines;
Incremental changes refer to small refinements in current organizational practices (such as moving from weekly employees to monthly employees);
Transformational change refers to significant changes to an organizational system that can cause significant disruption (for example, moving from a fixed salary to a commission-based incentive program);
A strategic change is an incremental or transformational change that helps align an organization's operations with its mission and strategic goals (when I was an employee, we switched to a bonus structure for our employees because it was more aligned with our business-oriented goals). sales). .
The degree of change refers to the range of systems that must be changed within an organization; and include...
Change at the group level or in relationships between people (for example, planning a retreat to improve team dynamics); Is
An organizational level change is a change that affects the entire organizational system (for example, moving corporate headquarters to a new city, state, or even country).
Intentionality is the final dimension of change and refers to the extent to which the change is designed intentionally or not...
Planned change is a deliberate activity or set of intentional activities intended to create movement toward a specific goal (for example, opening a new office in a new market); while…
Unplanned change is unintended and is often the result of informal organization (for example, an employee recycling by-products, resulting in a new sustainable line of business)...in either case, the result can be planned, unplanned or not in the long term serve the goals of the organization.
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manage changes
organizational behavior
OpenStax Organizational Behavior, 2019
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In Change Management we will discuss Kotter's assumptions about change and the change model.
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assumptions about change
Deficit-based change, in which leaders assume that employees will change when they know they will face negative consequences if they don't.
Abundance-based change, where leaders assume that employees will change if they can be inspired to strive for higher levels of excellence in their work.
Top-down approaches to change are based on mechanistic assumptions about the nature of an organization. With this approach, a relatively small group of people in the organization will create a process and educate others throughout the organization on how the change process should play out.
Emergent or bottom-up approach based on the belief that employees will be more involved in the change if they play a role in the change design process.
Conventional leaders assume that most people tend to resist change and therefore need to be guided in a way that encourages them to accept change.
Appreciative mindset, leaders assume that people tend to accept change when they are respected as individuals with intrinsic worth, agency, and ability.
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When managing change, it is important to understand the underlying assumptions about change that are driving change...
In deficit-based change, leaders assume employees will change if they know resistance will have negative consequences (eg, using our new travel system or not being reimbursed);
In abundance-based change, leaders assume that employees will change if they can be inspired to strive for higher levels of excellence in their work (for example, it improves their career prospects);
FAQs
What is mechanistic and organic structure? ›
What are mechanistic and organic organizational structures? A mechanistic organizational structure is characterized by high centralization, complexity, and formalization. On the other hand, an organic organizational structure is characterized by low centralization, low formalization, and low complexity.
What is the difference between mechanistic and organic design structures? ›Mechanistic structures are rigid and bureaucratic and help companies achieve efficiency, while organic structures are decentralized, flexible, and aid companies in achieving innovativeness.
What is an example of a mechanistic organization? ›General Motors is a good example of an organization using the mechanistic model. Why do they use that? For one, they're very large, and when that many people and functions are involved, order is needed. But they're also in a stable, if not somewhat simple, environment.
What are the characteristics of mechanistic organic organizational structure? ›A mechanistic organization is characterized by a relatively high degree of job specialization, rigid departmentalization, many layers of management (particularly middle management), narrow spans of control, centralized decision-making, and a long chain of command.
What is an example of an organic structure? ›A good example of an organization that uses an organic structure might be a consulting firm. A consulting firm responds to customer issues as they come up, and those issues change with the business environment.
What defines an organic structure? ›An organic organisational structure is one which is fluid and flexible. It is associated with decentralised decision-making, flat hierarchies, wide spans of control, informal communication and an ability to embrace change. Share by Email.
What is mechanistic structure best for? ›Mechanistic structures are tall with a clear chain of command. They work best in large companies. Mechanistic structures have clear strengths: They are stable.
Why is organic structure better? ›The advantage of the organic organizational structure is that the widespread availability of information tends to result in better decisions that react well to current market conditions; this is useful in an unstable market environment where change occurs regularly, and especially where there is a high level of ...
Why mechanistic structure is good? ›Mechanistic organizations enjoy better management because of the formal structure and strict adherence to hierarchy. Usually, the chain of command is strongest at the top, so when team leaders or supervisors assign tasks, employees complete them with less bureaucracy and within deadlines.
Why McDonald's is a mechanistic structure? ›McDonald's is a global chain restaurant that is run entirely by machines and is headquartered in the United States. The nature of mechanistic organizations is such that they are centralized, structured, and rigid; therefore, all decisions are taken at the highest level, and there is very little room for flexibility.
What is mechanistic organization in simple words? ›
A mechanistic organization is an organizational structure with centralized authority, divisions between departments and specialized roles that work independently of each other. Companies that have mechanistic structures run similarly to bureaucracies in which an established chain of command manages business operations.
What is a disadvantage of using a mechanistic structure? ›Mechanistic Organizational Structure Disadvantages
Rigid control and job specialization mean employees aren't free to be creative problem-solvers. As mere cogs, employees' morale may be impacted. Finally, grouping employees by function contributes to departmental isolation.
The decision to create a more mechanistic or a more organic structural design is based on factors such as the firm's overall strategy, the size of the organization, and the stability of its external environment, among others.
Is Walmart a mechanistic or organic organization? ›These companies sell a basic product and keep prices low. Wal-Mart employs this strategy. A mechanistic strategy allows for tight control, extensive work specialization, high formalization and centralization, and so it best fits this strategy.
Is Amazon organic or mechanistic structure? ›The NASDAQ 100 Stock Index - there are many technology companies in this group, which tend to have more organic structures (for example, Adobe and Amazon).
What are the 4 organic structures? ›Organic compounds essential to human functioning include carbohydrates, lipids, proteins, and nucleotides. These compounds are said to be organic because they contain both carbon and hydrogen.
What are the four types of organic structures? ›Carbohydrates, lipids, proteins and nucleic acids are the 4 types of organic molecules.
What are 4 organic examples? ›Examples of organic compounds are carbohydrates, lipids, proteins, and nucleic acids.
How do you determine organic structure? ›Mass spectrometry is used to determine the molecular mass of an organic compound. A small sample of the compound is vaporised under very low pressure and high temperature and the vapour is irradiated with a beam of high energy electrons (4000 6000 kJ mol-1).
What are three characteristics of an organic organization? ›An organic organization is able to adapt to changes in its environment relatively easily. It is characterized by low complexity, low centralization, and low formalization.
How do you know if a structure is organic? ›
A molecule is organic if it contains carbon and hydrogen.
Some exceptions to the rule are compounds like H2CO3 and HCN , which are usually considered to be inorganic molecules.
Here we consider mechanistic explanations, which explain by appeal to parts or processes, and functional explanations, which explain by appeal to functions or goals.
What is a mechanistic approach? ›In the mechanistic approach, one considers a series of transformations whose form is derived from experiments with simple stimulus configurations. In the computational approach, the form of the transformation is derived from consideration of the problem color vision is trying to solve.
Is Apple mechanistic or organic? ›Mechanistic Vs Organic:
The term organic and mechanistic describes both culture and organizational structure. The core of Apple's business is “Design” and this department has an organic structure.
Starbucks is therefore categorized under the mechanistic organizational structure. This structure involves high vertical and horizontal complexity, high formalization, high centralization, narrow spans of control, and high standardization (Anthony, Gales & Hodge, 2003).
Which type of environment is best suited for mechanistic organizations? ›Mechanistic organizational structures (Exhibit 4.5) are best suited for environments that range from stable and simple to low-moderate uncertainty (Exhibit 4.4) and are characterized by top-down hierarchies of control that are rule-based.
How does mechanistic structure affect change? ›Mechanistic organizations are often rigid and resist change, making them unsuitable for being innovative and taking quick action. These forms have the downside of inhibiting entrepreneurial action and discouraging the use of individual initiative on the part of employees.
Is Coca Cola mechanistic or organic? ›Organizational structure of coca cola has characteristics of both mechanical and organic structure. The company has a centralized structure but recently there is a twist, it is moving from centralized to decentralized structure.
Which companies use organic structure? ›Google Corporation is a great example of an Organic structure based business. Their employees are encouraged to use creative problem solving skills and develop new products. The structure of an organization will dictate how people interact with each other and their relationship of roles in the organization.
What is mechanistic structure on the environment? ›Organic structure and mechanistic are two patterns of organizational structure that can be created by environmental conditions. An organic structure is suitable for a company operated in a turbulent environment, while the organization with stable surroundings should employ the mechanistic structure.
Is Tesla a mechanistic organization? ›
Tesla Organizational structure is well-defined as mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization (Robbins 449).
What is the difference between an organic structure and a mechanistic structure quizlet? ›A mechanistic structure follows functional departmentalization, whereas an organic structure follows divisional departmentalization.
What is the difference between mechanistic and organismic? ›Mechanistic worldview defines humans, as passive individuals functioning like machines by some external force. The Organismic worldview defines individuals as living organism making choices that are oriented towards the future.
What is the purpose of a mechanistic organization? ›The primary benefit of a mechanistic organization is that it is structured and efficient. The top-down approach of a mechanistic model allows leaders to easily identify roles and tasks while clearly defining expectations for each employee.
What is the benefit of mechanistic organization? ›Mechanistic organizations enjoy better management because of the formal structure and strict adherence to hierarchy. Usually, the chain of command is strongest at the top, so when team leaders or supervisors assign tasks, employees complete them with less bureaucracy and within deadlines.
What is mechanistic explanation? ›A mechanistic view of explanation holds that certain types of phenomena (e.g., biological phenomena) are explained by identifying the mechanisms generating those phenomena, that is, by specifying the underlying parts, their organization, and their interactions.
What are some major differences between organic and mechanistic organizational structures and systems quizlet? ›Mechanistic organization is one that is bureaucratic in nature and tends to have more centralized authority and Organic organization will involve more teamwork and collaboration.
Are organic structures flexible and decentralized? ›Organic structures. are flexible, decentralized structures with low levels of formalization. Communication lines are more fluid and flexible. Employee job descriptions are broader, and employees are asked to perform duties based on the specific needs of the organization at the time as well as their own expertise levels ...
Is Samsung a mechanistic or organic structure? ›Samsung Electronics is a type of mechanistic organizational structure because it has rigid hierarchical relationships.
What are the advantages and disadvantages of mechanistic structure? ›Mechanistic organizational structures tend to yield stable organizations where every employee knows what is expected of them. However, their rigidity means they are not suited to dynamic industries, and senior-level managers may find themselves unnecessarily distracted with tasks better delegated to others.
Is Google organic or mechanistic? ›
The rigid model of the mechanistic approach can stifle creativity and innovation. This is why most technology companies such as Google, take an organic approach. Even the organic model has problems, in which too many ideas as to how to complete a task can create pandemonium and inefficiency.