OB final

Question 1

7 elements of an organisations structure:

Answer 1

1. Work specialisation, 2. Departmentalisation, 3. Chain of command, 4. Span of control, 5. Centralisation and Decentralisation, 6. Formalisation, 7. Boundary spanning

Question 2

Common structures (people prefer different!):

Answer 2

Simple (easy/fast/inexpensive/clear accountability, BUT risky depends on one person, for small orgs). Bureaucracy (standardisation efficient, BUT, obsessive, subunit conflict, unit goals dominate). Matrix (combines functional and product (good for coordination) departmentalisation = clear responsibilities BUT duplication of activities/costs). Virtual (outsources activites= flexibility BUT reduces control). Team (no chain of demand just teams, removes external/internal boundaries). Circular (executives in centre&rings out ranks = creative but unclear who to report to)

Question 3

Strategies for downsizing:

Answer 3

Investing (on core competencies), Communication w/employees, Participation w/employees, Assistance (to show you care)

Question 4

Structural models (causes- structural designs- performance) :

Answer 4

Mechanistic: cost minimisation, high control/centralisation for large orgs 2000+. Organic: innovation, loose structure/low specialisation. Mixture: for imitation, tight control over routines but loose over new undertakings.

Question 5

Structure effected by (companies should consider):

Answer 5

Environment: internal, loose structure can cause uncertainty =broaden structure to respond to threats, strategic alliance? External: institutions: regulations/ culture/ trends

Question 6

Structure and behaviour:

Answer 6

Work specialisation = higher productivity, less centralisation = higher job satisfaction

Question 7

Specialisation CAN lead to..

Answer 7

demotivation/ dissatisfaction, need some empowerment

Question 8

Organisational culture (strong culture- core values held strong):

Answer 8

concerned with employees perceptions, encourage teamwork/innovation? dominant and subculture (which reflect situations/problems)

Question 9

What do cultures do?:

Answer 9

Identity/ creates commitment/ stability of the social system, creates the org climate (team spirit, influencing behaviour) also the ethical work climate shaping ethical decision making through examples/training/rewards/protective mechanisms (ethical climate theory/ethical climate index) and create Sustainability at it’s core. Asset OR Liability (institutionalisation/ barriers)

Question 10

5 ethical climate categories:

Answer 10

Instrumental (e.g. finance=competitiveness), caring, independence, law/code and rules

Question 11

create and retain culture:

Answer 11

from founders, then select best fitting, socialise (Pre-arrival, Encounter, Metamorphosis) them into believing and founders must continue the culture and establish norms - spirituality influences culture (trust, respect, open mindedness, benevolence)

Question 12

Look at Hofstede cultural dimensions! The globe study:

Answer 12

There are are international differences in preference for initiating structure and consideration

Question 13

Sources of innovation:

Answer 13

Internal (change in processes/an event)/External(enviro changes) drivers, Internal (research/shop floor) /External (suppliers/competitors/customers) sources

Question 14

Ignite creativity through:

Answer 14

space&tools (enviro), storytelling not bullet points, experiments, can use show and tell! Innovation engine: knowledge, imagination, attitude (catalyst, fuel, spark), culture, habitat, resources (last three external)

Question 15

The 4 organisation change roles:

Answer 15

Initiators/ Implementers/ Facilitators (aids in analysis and issue management) / Recipients

Question 16

Types of organisational change:

Answer 16

Tuning/ Adapting/ Overhauling or recreating/ Redirecting

Question 17

Resistance to change:

Answer 17

Habit/ Security/ Economic factors/ Fear of the unknown/ Selective information processing

Question 18

Organisation’s resistance to change:

Answer 18

Structural inertia, limited focus of change (all units effected), Group inertia (has to be done as a group), Threat to expertise, Threat to established power relationships

Question 19

6 interventions for change agents:

Answer 19

-Sensitivity training
◦ Surveyfeedback
◦ Processconsultation(PC)
◦ Teambuilding
◦ Intergroupdevelopment
◦ Appreciative inquiry (AI)

Question 20

Creating a culture for change:

Answer 20

Innovation (organic structures positively influence this): ◦ They encourage experimentation.
◦ They reward both successes and failures.
◦ They celebrate mistakes.
Promote training, high job security, encourage people to be champions of change

Question 21

Situational analysis:

Answer 21

Beckhard and Harris change process model, SWOT, Nadler&Tushman (input, process, output), Mickinsey 7’s framework, External: PESTEL, 5 forces,

Question 22

What can managers do make learning orgs:

Answer 22

Establish a strategy, redesign structure, reshape orgs culture