matrix structure strengths

Gains advantages of functional and productdepartmentalization while avoiding their weakness. Facilitates coordination ofcomplex and interdependent activities.

matrix structure weakness

The major disadvantages of the ______lie in the confusionit creates, its prosperity to foster power struggles, and stress it takes placeon individuals. Without the unity-of-command concept, ambiguity about whoreports to who is significantly increased and often leads to conflict.

New Design Options

-the virtual org=small core org that outsources major business functions-the boundaryless org=an org that eliminates vertical and horizontal boundaries -leaner organization

virtual organization

A small, core organization that outsources major businessfunctions.Concepts: Provide maximum flexibility while concentrating onwhat the organization does best. Disadvantages: Is reduced control over key parts of thebusiness

boundaryless organization

An organization that seeks to eliminate the chain ofcommand, have limitless spans of control, and replace departments withempowered teams.

T-Form concept for boundaryless organization

Eliminate vertical (hierarchical) and horizontal(departmental) internal boundaries.

cross-hierarchical teams

participative decision-making practices, and use of the360-degree performance appraisals (in which peers and others above and belowthe employee evaluative performance) are examples of what GE is doing to breakdown vertical boundaries.

boundaryless organization concepts

eliminated vertical (hierarchical) and horizontal (departmental) internal boundaries.breakdown external barriers to customers and suppliers

mechanic model

: A structure characterized by extensivedepartmentalization, high formalization, and limited information network, andcentralization. high specialized, rigid

departmentalization, clear chain of command, narrow spans of control, centralization, high formalization

innovation strategy

A strategy thatemphasizes the introduction of major new products and services

innovation strategy

organic a loose structure, low specialization, low formalization, decentralizedA strategy that emphasizes the introduction of major newproducts and services.

cost minimization strategy

mechanistic tight control extensive work specialization, high formalization, high centralization Tight control, extensive work specialization, highformalization, and high centralization.

imitation strategy

mechanistic and organic mix of loose and tight properties, tight controls over current activities and loser control for new undertakingsA strategy that seeksto move into new products or new markets only after their viability has alreadybeen proven

why do structures differ?

-strategy-org size -technology-environmentRoutine technologies are associated with tall,departmentalized structures and formalization in organizations. If you have routine, you’re mechanistic.

organizational change

The ability to learnfaster than your competitors may be the only sustainable competitiveadvantage.” -

change agents

act as catalystsand assume the responsibilityfor managing change activities. people overseeing change

planned change

change activities that are intentional and goal oriented

resistance to change

overt and immediatecoicing complaints, engaging in job actions

implicit and deferredloss of employee loyalty and motivation, increased errors or mistakes, increased abstenteeism

What Are Sources of Individual Resistance to Change? Why People Don't Change?

1. Habit (most firm when facing outside pressure, go back to well revert behavior(habit) & do it more>> so, more adaptation or Fine Tuning happens. SO, hard to change Habit2. Security (Change threatens security | things work the same, our beliefs last a long time)3. Economic Factors - What if I can't learn fast?

4. Fear of Unknown - known presence is better than unknown cause might be worse. 5. Selective Info Processing (select out perception)* Change & resistance seen as negative* Resistance becomes problem when must change

Organizational sources of resistance to change:

1.) Structural resistance- (selecction processes/formalized regulations)2.) limited focus of change: all sys are connected, changing one affects another 3.) Group resistance: group norms act as constraint4.) Threat to expertise: change can interupt pattern of expertise5.) Threat to established power relationships6.) Threat to established resource allocations

lewin's three step change

unfreezingtrying to change peoples way of thinking

movement refreezing

once you have changed their mind make sure they stay that way

Kotter's eight-step plan for implementing changeUNFREEZING

1.Establish a sense of urgency by creating acompelling reason for why the change is needed.

2.Create a guiding coalition: think about whoyou’re going to involve.

3.Create a new vision to direct the change and thestrategies for achieving the vision.

4.Communicate the change vision: using any waypossible to communicate the new vision and strategies.

Action research

A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicate

organizational development

collection of change methods that try to improve organizational effectiveness and employee well being respect for peopletrust and supportpower equalization

confrontation participation