Chapter 10 and 14 Organizational Structure and Change

Question 1

Define Organizational Structure

Answer 1

A system of shared meaning held by members that distinguishes the organization from other organizations

Question 2

list 7 characteristics of an Organizational Culture

Answer 2

1) Innovation and risk taking - the degree to which employees are encouraged to be innovative and take risks
2) Attention to detail - the degree to which employees are expected to exhibit precision, analysis, and attention to detail
3) Outcome orientation - the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve these outcomes
4) People Orientation - the degree to which management decisions take into consideration the effect of outcomes on people within the organization
5) Team Orientation - the degree to which work activities are organized around teams rather than individuals
6) Aggressiveness - the degree to which people are aggressive and competitive rather than easygoing
7) Stability - the degree to which organizational activities emphasize maintaining the status quo in contrast to growth

Question 3

4 levels of organizational culture

Answer 3

1) Artifacts - aspects of an organizations culture that you see, hear, and feel
2) Beliefs - the understandings of how objects and ideas relate to each other
3) Values - the stable, long lasting beliefs about what is important
4) Assumptions - the taken for granted notions of how something should be in an organization

Question 4

4 examples of Artifacts

Answer 4

1) Language
2) Material Symbols
3) Stories
4) rituals

Question 5

6 forces for change

Answer 5

1) nature of the workforce
2) Technology
3) Economic Shocks
4) Competition
5) Social Trends
6) World Politics

Question 6

Lewins Three Step Model

Answer 6

1) Unfreezing - arouse dissatisfaction with the current state
- activate and strengthen top management support
- use participation in decision making
2) Moving - establish goals
- institute smaller, acceptable changes that reinforce and suport change
- develop management structures for change
- maintain open, two way communication
3) Refreezing - build success experiences
- reward desired behaviour
- develop structures to institutionalize the change
- make change work

Question 7

Kotter’s 8 step plan for implementing change

Answer 7

1) establish a sense of urgency by creating a compelling reason for why change is needed
2) form a coalition with enough power to lead the change
3) Create a new vision to direct the change and strategies for achieving the vision
4) Communicate the vision throughout the organization
5) remove barriers to change and encourage risk taking and creative problem solving
6) Plan for, create, and reward short term wins that move the organization toward the vision
7) Consolidate improvements, reassess changes, and make necessary adjustments
8) Reinforce changes by demonstrating relationship between new behaviours and success