module 9 Flashcards
population ecology
structural inertia
change is dangerous and difficult
institutional theory
isomorphism
orgs evolve to become similar
red queen
competitive evolution
orgs change incrementally compared to the comp
age and size of an org
as time passes orgs features changes
volume of the organization influence the problems or solutions the org needs to take
evolutionary period
quiet periods - where things are working/small adjustments are made
period of revolution
serious upheaval, crisis or turbulent times
5 stages of grieners model of org growth
creativity
direction
delegation
coordination
collaboration
creativity
new entrepreneurship
focus on product and service
not on efficiencies/management
crisis of leadership
direction
more direction is brought through professional managers/CEOs
bring structure/design/culture
crisis of autonomy
delegation
more decentralization as org grows
shift to a more decentralized structure such as divisional struc
crisis of control
coodination
try to balance centralization and decentralization
more complex org structures
crisis of red tape
collaboration
move to more organization structures
social control (through culture rather than structure)
– not sure what happens after
organizational change
the process by which orgs move from their present state to some desired future state to increase their effectiveness
why change?
competition
economic forces
political forces
demograhic
ethical
resistance to org change
org level resistence
group level res
individual resis
org level resis
power and conflict b/w groups or functions - may not work tgt
difference in functional orientation - cause of problem
mechanistic structure - causes inertia
org culture - not open and readyy to change
group level resisitence
infromal norms are hard to change
cohesive groups may be resistence to new structures
groupthink - difficult in looking at benefits of change
individual level resistence
uncertainty and insecuirty about jobs and futures
narrow perspective, selfish view of impact
habits, routines are difficult to change
lewins force field theory
managers increase forces of chagne
managers reduce resistence to change
do both
evolutionary change
gradual
incremental
specifically focused
revolutionary
sudden
drastic
org wide
socio-technical systems theory
changing roles, tasks or tech
jointly optimize technical and social systems
gradual approach
total quality mgmt (TQM)
continuous and ongoing improvement by all functions
quality circles - floor worker groups discuss improvements
changing cross-functional relationships
remove redundancies in steps of performing a task
ex: toyota kaizen approach
flexible work teams
workers assume responsibilities for all ops
teams become responsible for end products
self-managed teams - jointly assigned tasks and transfer members from one taks to another
types of revolutionary changes
reengineering
e-engineering
restructuring
reengineering
redesign how taks are bundled - how to integrate
changes in business process rather than function
changes in “what work people do”
rethink how they do business
buisness process - activities that cut across functions
e-engineering
use of IT to improve perfromance, info sharing, communications, moniotring
restructuring
managers change tasks or auth struc
downsizing
result of not making incremental changes
innovation
successful use of skills to create new products, tech or services
help orgs meet cx needs
most difficult
develop creativity and entrep
