ibmmo409ft ion & design week 8

8/6/2019 IBMMO409FT ion & Design Week 8

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Presentatie titel

Rotterdam, 00 januari 2007

Management & Organisation

Organisational Design

IBMOM409FT

Rotterdam, June 2011

Week 8

Exam Training

Ewoud Guldemond



Lecture outline

1.Exam Training

2.Presentations (see list)

- Chapter 12, question 1 --> Jeroen van der Klink- Chapter 12, question 2 --> Valmir Shala;- Chapter 12, question 3 --> Alejandro Gonzalez;- Chapter 13, question 1 --> Nimco Said;- Chapter 13, question 2 --> Marianela Alberto;

- Chapter 13, question 3 --> Anastacia Reijnders;- Chapter 14, question 1 --> Lucky Freeman;- Chapter 14, question 2 --> Maurits Versteeg;- Chapter 14, question 3 --> Kevin Oranje;- Chapter 15, question 1 --> Volkan Tam;- Chapter 15, question 2 --> Kevin Jim;

- Chapter 15, question 3 --> Yousef Nagar;- Chapter 16, question 1 --> Salar Rabbani;- Chapter 16, question 2 --> Emal Hashemi;- Chapter 16, question 3 --> Mohamed Ali Bah.



Written exam

Instructions: •Read all questions carefully, provide clear and concreteanswers;

•Answers to these questions need to based on evidencepresented in the case.

•For providing evidence presented in the case, quotes need tobe used;

•Answers lacking clear and valid reasoning will be disregarded;•All questions must be answered within the boundaries of the

page (as indicated);•For answering question 5, see Appendix for the model;•The exam is 50% of the total grade;



Presentatie titel




IBMMO409FT

Rotterdam, April 2011

Week 1Introduction

Chapter 12

Asselbergs/Bulters/Guldemond/Mein/Righters/Valk




Chapter 12

Ethical Problem-Solving andDecision-Making



The Rational Problem-Solving Process

§ Problem Awareness§ Problem Definition§

Problem Solving•

•Compare with project management Prince2.

§



Exhibit 12-5: Decision-Making Grid

Benefits Probability of Success

Costs Risks AssociatedConsequences

Timing

Alternative A

Alternative B

Alternative C

Criteria



Ethical Decision Making

•Ethics is the discipline dealing withwhat is good and bad and with moral

duty and obligations.•

•Ethical behaviour is that whichconforms to accepted standards of

conduct.



Decision Style Characteristics

ocus umber of

olutions( - )ni Focus

mount of nformation

Used

Decisive Hierarchic

FlexibleIntegrative

( -ulti)ocus

( )inimizer ( )aximizer



Exhibit 12-8:

Types of Participation in Decisions

• Autocratic I

• Autocratic II

• Consultative I

• Consultative II

• Group II



Autocratic

•Autocratic 1

• The team leader solves the problem or makes thedecision using the information that is available;

•Autocratic II

• The team leader obtains needed information from thegroup and then makes the decision. The group

may or may not be told about the nature of theproblem or decision.•

•

•



Consultative I•Team leaders share the problem with members of the groupindividually. Information and suggestions are obtained but

the leader makes the final decision;

•Consultative II•

•A team leader gets the group together and shares the

problem. Ideas and suggestions are obtained from the teamand the leader makes the final decision.•



Group II

•The team leader tells the team about theproblem. The group makes the decision by

discussion and consensus.•



Presentatie titel


Management & OrganisationalBehaviour

Rotterdam, May 2011

Week 2

Chapter 13Organisational Design

IBMMO408R2



Power Has Many Definitions thatImply the Same Meaning

• The ability to change the behaviour of others to

perform actions that they might not otherwiseperform.

• The ability of A to alter circumstances impacting on Bso that B does what A wants.

s



Power Definitions (cont.)

• The potential ability of a person or group to influence

another person or group.

• The capacity to influence others.



Situational Forces•Coercion•Information Access•Association Access

Sources of Power

OrganisationalPosition•Formal Authority•Control of Rewards•Control of resources

Personal Behaviour •Expertise•Personal Respect•Reciprocal Alliance

Empowerment

Practices



Positional Basis of Power

Legitimate authority

•The result of position in organisationalhierarchy

•Reward capacity•Coercive capacity

Remember: Commanding obedience can berisky if your performance depends on thecreative action or expertise of your subordinates



Situational Factors that Affect Power

Coercive power based on ability to withhold desiresresources or consequences.

Information power based on the ability to controlaccess to needed information.

Association power based on influence with aperson who holds power.



Possible Outcomes of Power or Influence Attempts

• Commitment – a strong positive response.• Compliance – acceptance of and enactment of

influence attempt.• Resistance – a strong negative response.



Recipe of Organisational Power

Interpersonal Sources of Power -Reward - Coercive- Legitimate

- Expert - Referent

AddEffective/Ineffective

Application of Power - Relationships among power bases- Selection of influencestrategies

… and the result:

Influence over others!

Structural Sources of Power -Knowledge- Resources- Decision Making

- Networks



Power Needs

•Power motive - the learned desire to have stronginfluence or control over others.

s

•To determine your power motive, ask yourself:

s



Politics

•Those activities taken within an organisation to:

acquire, develop, and use power and other resources

to obtain one’s preferred outcome in a situation

where there is uncertainty or disagreement about

choices.



Presentatie titel



Rotterdam, May 2011

Week 3

Chapters 14Organisational Design

IBMMO409R2

Ewoud Guldemond



Leadership is both a process and a set of characteristic behaviours

Process – use of non-coercive influence to direct and energize

others to behaviourally commit to the leader’s goals.

Characteristic Behaviours – the creation of vision and goals

and the motivating of others to obtain voluntary commitment.



Managers versus Leaders

Managers have authority to be in charge.Leaders influence others to follow.

Managers do things right.

Leaders do the right things.

Managing means to bring about, to accomplish, to haveresponsibility for, to conduct.

Leading is influencing, guiding in direction, course, action,

opinion.



Exhibit 14-1: Kotter’s Distinction BetweenManagers and Leaders

Planning and budgeting(deductively producing

orderly results)

Motivating people (creatingInvolvement, emphasisingvalues, building informal

networks of relationships)

Controlling and problemsolving (comparing behavior

with plan, taking action tocorrect deviations)

Aligning people to the vision(emphasising

communication,credibility, andEmpowerment)

Setting a direction(inductively creating a vision

and strategies to providefocus for planning)

Organising and staffing(structuring jobs and

reporting relationships toefficiently implement plans)

ManagersCoping with complexity

LeadersCoping with change

3 BasicTasks

Decidingwhat needsto be done

Creatingnetworks

andrelationships

Ensuringpeople do

the job



Exhibit 14-2:

Traits that Distinguish Leaders

Drive

Leadership motivation

Honesty and integrity

Self-confidence

Cognitive ability

Knowledge of the business



Leader Behaviours and Decision Styles

HumanRelations

Laissez-faire

Autocratic

Democratic

High

High

Low

Low

Show

ingCon

si d

erat io

n

Initiating Structure



Blake & Mouton’s Leadership Grid

1 2 3 4 5 6 7 8 9

1

2

3

4

5

6

7

8

9

0

High

Low

HighLow Concern for production

Co

nce

rnfor

peo

ple

Middle-of-the-RoadManagement

5,5

ImpoverishedManagement1,1

Country ClubManagement

1,9

TeamManagement

9,9

AuthorityCompliance9,1

Blake & Mouton’s Leadership Grid



Hersey & Blanchard’s SituationalLeadership Theory

Premise: The leader should assess follower needs and

adapt the style to those needs. Assumption: Leaders are diagnosticians and are

capable of changing their style.



Situational Leadership Model

RELATIONSHIP

BEH

AVIOR

(High)

(Low)

(High)(Low) TASK BEHAVIOR

High Relationshipand Low Task

High Task andLow Relationship

Low Relationshipand Low Task

High Task andHigh Relationship

(High)(Low) Follower Readiness

Able andWilling

Able butUnwilling

Unable andUnwilling

Unable butWilling



Transformational Leadership Process (Leavitt)

Broadens and elevates the interests of their employees.

Generates awareness and acceptance of the purposes

and mission of the group.

Stirs employees to look beyond their own self-interest

for the good of the group.



Presentatie titel


Management & OrganisationalBehaviour


Week 6

Chapters 15Organisation and Design

IBMMO408R2



Learning Outcomes

•After studying this chapter you should be able to:• Explain why significant changes in the nature of

jobs and organisational design are occurring as aresult of information technology.

• Diagram the four most basic organisational designsand cite two advantages and disadvantages of each.

• Explain how the issues of autonomy, control, and

integration affect decisions about centralisedversus decentralised authority in the design of organisations.

• Contrast the characteristics, strengths, andweaknesses of bureaucracy with those of organic, postmodern organisations.

•State how differences in span of control,

hierarchical levels, and size yield flatter andmore lateral networked organisations.

• Compare the similarities and contrast thedifferences among quality circles, self-managedteams, and cross-functional teams.

•



Why Do Organisational DesignsChange over Time?

•Technology drives changes in structuring work:



Organisational design provides for:

•The dividing and grouping of tasks.

Networks to convey information.

A structure for locating decision centres or authority.

Processes for coordination, control, and conflictresolution.

The means to link key work units with appropriateexternal stakeholders.



Organisational Design by Function



Organisation Design by Geography



Organisational Design by Product Line



Organisation Design by Customer



Integrated Organisational Design



The Matrix Organisational Design

General Manager

FunctionalDepartments

Project

Managers

A, B, C

A

B

C



What are the Fundamental trade-offs forBalancing Organisational Design?•

•Centralisation and decentralisation.•Autonomy and Control.•Differentiation and integration.•Bureaucratic versus organic structures.•Wide versus narrow span of control.•Flat versus tall hierarchy.•Control with staff or line.

http://www.youtube.com/watch?v=WZ83MffY3lI





Geometric Effects of Span-of-Control Ratios



Four Options forParticipative Team Management

QUALITY CIRCLES: A group process involving volunteers inanalysing problems and recommending solutions.

SELF-MANAGED TEAMS: A work unit granted authority totake the decisions and actions necessary to produce aproduct or service.

SOCIO-TECHNICAL SYSTEMS: A systems approach toenhance motivation and productivity by balancing humanand technical systems.

CROSS-FUNCTIONAL TEAMS: People from severalfunctions coordinate interrelated tasks.

•



Presentatie titel





Week 6

Chapter 16 - Culture

Asselbergs/Bulters/Guldemond/Mein

/Righters/v/d Valk



How Do Assumptions Give Meaning toOrganisational Culture

•Organisational Assumptions Guide Behaviour:

• Organisational culture describes the

fundamental assumptions people shareabout an organisation’s values, beliefs,norms, symbols, language, rituals andmyths that give meaning toorganisational membership and arecollectively accepted by a group asguides to expected behaviours.



The Top Five Organisational Values

•1.Provide excellent service to customers.

•2.Operate in a highly ethical manner at all times.

•3.Provide excellent products and/or services.

•4.Consistently make a fair and reasonable profit.

•

5.Staff the organisation with high-calibre employeesfrom top to bottom.



Values

•

•The enduring beliefs and expectations that a

person or group hold to be important guides to

behaviour.•

•

•



The Organisational

Value System

A core set of values shared by the majority of organisationalmembers, typically differentiated

by the origin and content of those enduringvalues.



FunctionalFunctionalCharismaticCharismatic

FunctionalFunctionalTraditionalTraditional

ElitistElitistCharismaticCharismatic

ElitistElitistTraditionalTraditional

Charismatic Org. Tradition

Origin/Source of Values

ContentFocus of Values

Elitist

Functional

Four Types of OrganisationalValue Systems

What Functions Do Organisational Cultures Serve



What Functions Do Organisational Cultures Serve

•

•Culture complements rational managerialtools.

•Culture supports (or resists) strategicchanges.

•Culture helps socialise new members.•Culture promotes expected behaviours.•Subcultures facilitate organisational diversity.•



How to Read Organisation’s Culture

1. Observe Physical Settings and Artifacts

Facilities , Dress;

2. Find Meaning in Organisational Rites Legends Meetings and off-sites;

3. Ask Questions and Observe Responses



Questions Uncover Cultural Assumptions

•Look for consistencies and varieties in whatpeople tell you. The greater the consistency,the stronger the culture.



Cultural changes may be necessary

whenever organisations need to:

Break away from a rigid bureaucratic culture.

Diminish the belief that power or policiesgets things done.

Integrate an acquisition (with its ownculture) into the ways of a new parent.

Establish a unique, autonomous culture aftera division is spun off.

Infuse stronger cultural elements into a weakculture.



National Cultures Programme CollectiveLearning

•The essence of country culture is national

mental pre-programming, the part of ourcollective learning that we share with othermembers of our nation, region, or group.



Hofstede

•Hofstede provides several examples:

In Europe,British people will form a neat queue

whenever they have to wait.Dutch people will as a rule greet strangers

when they enter a small space like a lift.

Austrians will wait at a red pedestrian traffic

light even when there is no traffic.



The Hofstede National Cultural Framework

•

•Four largely independent dimensions, based onpatterns of enduring values, provide theframework for describing national cultures:•



Hofstede (cont.)

•

•

•1. Individualism versus collectivism.•

2. Centralised versus diffused power.•3. Strong versus weak uncertainty avoidance.•4. Masculinity versus femininity.•

Four Independent Cultural Dimensions:



Four Independent Cultural Dimensions:How Select Countries or Regions Score

Country/ Individualism Power UncertaintyMasculinity

Region Distance Avoidance

Arab countriesArab countries 4040 8080 6565 5050

BrazilBrazil 4040 7070 7575 5050

MexicoMexico 3030 8585 8080 7070IndiaIndia 5050 8080 4040 6060

IndonesiaIndonesia 1515 8080 4545 4545

JapanJapan 4545 5555 9090 9595

FranceFrance 7070 6565 8080 4545

Great BritainGreat Britain 9090 3535 3535 6565

SwedenSweden 7070 3030 3030 55

United StatesUnited States 9090 4040 4545 6565

CanadaCanada 8080 4040 4040 5555

Rational and Expressive Elements



p

that Influence OB



•

•

•

• END

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