ch 14 organizational structure and change

Question 1

organizational structure

Answer 1

how the work of individuals and teams within an organization is coordinated

Question 2

centralization

Answer 2

the degree to which decision making authority is concentrated at higher levels in an organization

Question 3

formalization

Answer 3

the extent to which policies, procedures, job descriptions, and rules are written and explicitly articulated

Question 4

tall structures

Answer 4

have several layers of management btw frontline employees and the top level
- smaller span of control

Question 5

flat structures

Answer 5

consist of few layers in btw frontline employees and the top level
- wider span of control

Question 6

span of control

Answer 6

the number of employees reporting to a single manager

Question 7

functional structures

Answer 7

group jobs based on similarity functions

Question 8

divisional structures

Answer 8

departments represent the unique products, services, customers, or geographic locations the company is serving

Question 9

mechanistic stuctures

Answer 9

• highly formalized and centralized
• similar to bureaucracies
• communication tends to follow formal channels
• employees are given specific job descriptions delineating their roles and responsibilities
• rigid
• resist change

Question 10

organic structures

Answer 10

• flexible, decentralized structures
• low levels of formalization
• communication lines are more fluid and flexible
• employee job descriptions are broader
• employees are asked to perform duties based on the specific needs of the organization at the time as well as their own expertise levels
• higher job satisfactions on part of employees
• conductive to entrepreneurial behavior and innovativeness

Question 11

matrix organizations

Answer 11

cross traditional functional structure with a product structure
- employees reporting to department managers are also pooled together to form project or product teams
- each person reports to a department manager as well as a project manager

Question 12

matrix organizations are created in response to

Answer 12

uncertainty and dynamism of the environment and the need to give particular attention to specific products or projects

Question 13

pros of matrix structure

Answer 13

• increase communication and cooperation among departments because of need to coordinate actions
• provide quick responses to technical problems and customer demands

Question 14

unity of command principle

Answer 14

each person reports to a single manager

Question 15

boundaryless organization

Answer 15

an organization that eliminates traditional barriers between departments, as well as barriers between the organization and the external environment

Question 16

modular organization

Answer 16

all the nonessential functions are outsourced
- retain only the value-generating and strategic functions in house

Question 17

strategic alliances

Answer 17

two or more companies find an area of collaboration and combine their efforts to create a partnership that is beneficial for both parties

Question 18

learning organization

Answer 18

where acquiring knowledge and changing behavior as a result of the newly gained knowledge are part of an organization’s design
- experimenting, learning new things, and reflecting on new knowledge are the norms
- many procedures and systems in place that facilitate learning at the organizational level

Question 19

organizational change

Answer 19

the movement of an organization from one state of affairs to another
- may involve a change in a company’s structure, strategy, policies, procedures, technology, or culture

Question 20

reasons for organizational change

Answer 20

• workforce demographics
• technology
• globalization
• market conditions
• organizational growth
• poor performance

Question 21

active resistance

Answer 21

most negative reaction to a proposed change attempt
- may sabotage the change effort and be outspoken objectors to the new procedures

Question 22

passive resistance

Answer 22

being disturbed by changes without necessarily voicing these opinions
- may quietly dislike the change, feel stressed and unhappy, and even look for an alternative job without necessarily bringing their point to the attention of decision makers

Question 23

compliance

Answer 23

going along with proposed changes with little enthusiasm

Question 24

enthusiastic support

Answer 24

defenders of the new way and actually encourage others around them to give support to the change effort as well

Question 25

why do people resist change

Answer 25

• disrupted habits
• personality
• feelings of uncertainty
• fear of failure
• personal impact of change
• prevalence of change
• perceived loss of power

Question 26

when dealing with those who resist change, it is important to avoid

Answer 26

blaming them for a lack of loyalty

Question 27

lewin’s three-stage process of change

Answer 27

1. unfreeze - ensures that employees are ready for change
2. change - execute the intended change
3. refreeze - ensures that the change becomes permanent

Question 28

kakushin

Answer 28

revolutionary change

Question 29

unfreezing prior to change

Answer 29

• create a vision for change
• communicating a plan for change
• develop a sense of urgency
• building a coalition
• provide support
• allow employees to participate

Question 30

executing change

Answer 30

• continue to provide support
• create small wins
• eliminate obstacles

Question 31

kotter’s eight-stage process for change

Answer 31

1. create a sense of urgency when introducing the change effort
2. build a coalition
3. create a vision for change and make change a part of the vision
4. communicate a plan for change
5. eliminate obstacles to change
6. create small wins
7. build on change
8. make change a part of culture

Question 32

refreezing

Answer 32

• publicize success
• build on prior change
• reward change adoption
• make change a part of organizational culture

Question 33

ringi system

Answer 33

involves proposals at lower levels being signed and passed along to higher level management in an effort to build consensus

Question 34

four basic elements of structure

Answer 34

centralization
formalization
hierarchical levels
departmentalization