6. Reshaping Organisational Design

Question 1

Characteristics of a company at birth

Answer 1

• small
• nonbureaucratic
• has overlapping tasks
• is centralised by the one-person rule
• has no written rules
• has no professional administrative staff
• the internal system is non-existent
• there are no lateral teams

Question 2

Characteristics of a company at youth

Answer 2

• medium size
• prebureaucratic
• there are some departments
• the centralisation is 2-leaders rule
• few rules
• lateral teams, top leaders only

Question 3

Characteristics of a company at midlife

Answer 3

• large
• bureaucratic
• many departments
• two department heads
• there are policy and procedure manuals
• increasing professional and staff support

Question 4

Characteristics of a company at maturity

Answer 4

• very large
• very bureaucratic
• the division of labour is extensive, with small jobs
• decision in top management
• formalisation (rules) is extensive

Question 5

Name the different types of change depending on the nature and extent of the change

Answer 5

Adaption, evolution, reconstruction and revolution

Question 6

Which are the radical changes? And the incremental changes?

Answer 6

R:

• reconstruction
• revolution

I:

• adaption
• evolution

Question 7

Characteristics of radical change

Answer 7

• pressure is necessary to overcome barriers to change
• there is a limited period of change
• the role of the manager is to be the architect of the change
• high propensity to change during crisis
• disadvantage: the high pressure to act makes short-term improvements instead of long-term development

Question 8

Characteristics of incremental change

Answer 8

• gradualist is strategy (continuous process of learning)
• the role of the manager is to be a moderator, a coach
• small changes are natural
• there is less excessive demands to staff
• Disadvantage: in case of dynamic environment, change is too slow.

Question 9

What’s organisational learning?

Answer 9

The capability of a company to generate knowledge and subsequent change in behaviour. It is related with market orientation, but this last one only focuses on market and organisational learning on internal and external factors.

Question 10

What s adaptive learning ?

Answer 10

Learning within established patters of perception

Question 11

What is generative learning or double-loop-learning?

Answer 11

It challenges established boundaries and ways of thinking and acting.
It occurs when the company is willing to question long-held assumptions about its mission, strategy…
it focuses on the effectiveness of our company
The problem is that many ask why they should leave their stablished way of thinking/doing

Question 12

Questions before change is applied

Answer 12

• What could block change? How overcome problems?
• what aspects of current situation could help change?
• what needs to be introduced to help the change?

Question 13

What should be done when changing?

Answer 13

• informing staff and every member
• let members participate
• make everyone aware of situation

Question 14

Recommendations when applying change

Answer 14

• successful change must involve top management
• having a change agent that is responsible of translating a vision to a realistic plan and carry it
• changes are best carried out as a team-wide effort
• changes in structure must involve (unfreezing, changing and freezing).
• best way to address resistance is by informing, let participate and collaborate
• never change because you can, always have a reason for this and don’t repeat it too much or people wont believe you and you will loose credibility.