...Prabesh Timilsina, HBD3173.E1, Exercise5 5.1 Study the Learning from Experience Case on p. 445. What is the significance of the organizational design of the company? The basis for any successful organization is for people to work together and understand how their behaviors support the organization’s strategy. Yet, talented people in even the best managed organizations are sometimes left trying to understand how their own activities contribute to their organization’s success. An organization’s design is crucial in clarifying the roles of the leaders and employees who hold the organization together. Organization design is the process of selecting a structure for the tasks, responsibilities, and authority relationships within an organization. An organization’s design influences communication patterns among individuals and teams and determines which person or department has the political power to get things done. The structure of an organization influences the behavior of employees. Therefore, an organization’s design plays a critical role in the success of an organization. Every organization’s design decision solves one set of problems but creates others. Organization design decisions often involve the diagnosis of multiple factors, including an organization’s culture, power and political behaviors, and job design. Organization design represents the outcomes of a decision-making process that includes environmental factors, strategic choices, and technological factors. Specifically...
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...Organizational Learning for Organizational Knowledge The Full Future for Knowledge Management All organizations have one true goal, and that is to grow and flourish, to be successful in whatever the scope of their business model entails. In order to effectively accomplish this goal all organizations must acquire the ability to transform information into knowledge and learn from that knowledge. Thomas H. Huxley probably stated it best when he said “the greatest end of life is not knowledge but action’ (Lewis, 2008), this holds an inherent thread of truth for almost any organization. Any organization that fails to learn from the knowledge they hold, is most likely doomed to failure as an organization. Organizations all have missions; they state these concisely in their mission statements, briefly outlining their reason for being. This is their focus and ultimate goal and while these goals are normally quite lofty the real question is how they are going to accomplish this goal. All resources are going to be directed to the achievement of this goal, and in reality, probably the most overlooked yet undoubtedly most important resources is found in organizational knowledge. Organizational knowledge can take many forms; it can be books, lessons and training, files on a network or computer, even what an individual employee knows and more. In its most broad sense, it is each and every one of these things, from all sources and employees collectively under the umbrella that...
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...MT&O 2 Organization Theory and Design - Richard L. Daft Organization Theory and Design Richard L. Daft LEESTOETS 1 ....................................................................................................................................... 2 PAGE 3 – 31: ORGANIZATIONS AND ORGANIZATION THEORY ............................................................... 2 PAGE 161 – 173: BUREAUCRACY AND AUTHORITY .............................................................................. 3 PAGE 201 – 220: ORGANIZATION STRUCTURE ...................................................................................... 4 PAGE 441 – 461: POWER AND POLITICS ................................................................................................ 4 LEESTOETS 2 ....................................................................................................................................... 6 PAGE 58 – 69: EFFECTIVENESS ............................................................................................................. 6 PAGE 81 – 106: ENVIRONMENT ............................................................................................................ 7 PAGE 119 – 149: TECHNOLOGY ............................................................................................................ 7 PAGE 201 – 233: STRUCTURE (ZIE LEESTOETS 1).................................................................................. 8 PAGE 249 – 258: STRUCTURE ..................
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...Key Concepts of Organizational Design Marques Barnes MMPBL/550 2/3/11 Kenneth Hadzinski Key Concepts of Organizational Design Organizational design in comparison is similar to a blueprint to a construction worker. A blueprint to a construction worker includes the layout of a project, the materials needs, and instruction on how to build and where to build. Organizational design provides a blueprint for an organization just as a blueprint provides a guide for a construction worker. Organizational design provides a blueprint or process for integration the people, information and technology of an organization. Organizational design is extremely important to any organization. An organizational design must be able to function alongside the organization’s goals and strategy. Many business and organizations have changed their organizational design over the years to adjust to their respective industries and meet consumer needs. When companies go through restructuring and downsizing they are general altering the organizational design. Organizational design is important because it determines the specific roles, job functions, and job duties. The organizational design of a company represents its efforts to respond to changes, implement new ideas, ensure collaboration, and allow flexibility. Importance of Organizational Design Choices It is very difficult to choose an organizational design that meets the need of the organization. Every choice has a response or an action...
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...University of Phoenix MGT 230 Rafael Mendoza 11/28/2012 A company’s organizational structure can determine how effective its management department will be in implementing and executing company decisions. Without a great structure the company may lose its finances, by being inefficient. With that in mind, a company’s organizational structure is geared towards making the company more efficient and successful. UPS like all major organizations has to keep their organizational structure with the times in order to stay productive and successful. I will explore the organizational structure implemented by UPS, and compare it to two other structures. I will evaluate how organizational functions influence UPS’s Organizational structure. Lastly, I will explain how organizational design can help determine which structure is best suited for UPS. After exploring these factors of UPS as an organization, I am sure you will have a deep understanding of why organizational structures are crucial to a company’s success. UPS is a large global operation that was started by two young friends that wanted to start a messenger service. Things have definitely changed since the company started in 1907. UPS has had to change its organizational structure over time because of the rapid growth in technology and employees. Today UPS implements a centralized organizational structure. In this structure UPS has implemented a centralized management committee, the committee makes all major decisions...
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...Organizational Structure Paper MGT/230 May 19, 2014 University of Phoenix Organizational Structure Many corporations around the world makes use and recognizes the effectiveness of using an organizational structure within their organizations. Organizational structure gives a reflection of how an organization positions their jobs and their employees that gives an end result of accomplishing the company’s direction and goals. In larger companies they benefit more due to the multiple task that they present as for smaller companies may not have many task or find it unnecessary for company. Due to this, plans of action need to be set into place so that they can establish and tackle responsibilities for the many different functions that are used by the organization. Typically, and organization is responsible for creating or establishing the skills that the employees have, hoe their duties are preformed, and who those employees need to report to. Different factors play a huge role in what type of organizational structure and organization makes use of. Few factors include; what kind of work the company performs, how big or small the company is, geographic location of the company, the various products the company has, and even what kind of revenue dose the company manage to produce. In this paper, it will discuss the organizational structure for Wal-Mart. The comparison and contrast of different types of organizational structures that differs from Wal-Mart’s type....
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...Knowledge Management. Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to easily apply this field, meantime theorists call for more comprehensive understanding of OL. This article focuses on contemporary trends in OL research. It argues and unveils that current OL investigation has made a shift towards holistic and integrative approach in which individual has more powers to make a decision. Article illustrates such contemporary shift of mind by (a) summarizing most important literature in the field (b) providing examples of latest research in OL area. For a smoother analysis, author builds and applies working framework of dichotomies between concepts (dialectical approach). Keywords: organizational learning, contemporary trends, holism. JEL Classification: D800, D830 1. Introduction During the last 50-60 years Organizational Learning (OL) has undoubtedly established itself as a discipline – a number of concepts have been constructed and applied theoretically, numerous schools with distinct models have emerged. However, a question may be posed – to what...
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...Introduction of Organizational structure 1.1.1 Background of Organizational structure The environment is dynamic and is changing day by day. Organization set up in such dynamic environment needs to adapt and survive in such hostile conditions to achieve the organizational goals and objective. Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical power structures to industrial structures and today's post-industrial structures. As pointed out by L. B. Mohr, the early theorists of organizational structure, Taylor, Fayol, and Weber "saw the importance of structure for effectiveness and efficiency and assumed without the slightest question that whatever structure was needed, people could fashion accordingly”. Organizational structure was considered a matter of choice. When in the 1930s, the rebellion began that came to be known as human relations theory, there was still not a denial of the idea of structure as an artefact, but rather an advocacy of the creation of a different sort of structure, one in which the needs, knowledge, and opinions of employees might be given greater recognition." However, a different view arose in the 1960s, suggesting that the organizational structure is "an externally caused phenomenon, an outcome rather than an artefact." In the 21st century, organizational theorists such as Lim, Griffiths, and Sambrook (2010) are once again proposing that organizational structure development...
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...Discuss some differences between organizational culture and organizational climate. Organizational culture depicts an “unwritten set of rules, attitudes, practices, beliefs” and mores that are the basic foundational principle of the organization. It affects the way members interact with each other, their customers and stakeholders outside of the company. It would be fair to also surmise that the organizational culture serves to determine the reputation of the firm. Culture includes history, people management style, leadership, performance evaluation system, and a specific set of values and norms shared by individuals and groups in the organization. Organizational climate (also referred to as “corporate climate”) describes the very subjective perception and morale about the firm. Some of the factors may include team functioning, relationship between staff and management, clarity of purpose and roles. Organizational culture differs from organizational climate in that the former is deep and stable, whereas, the latter is a recurring set of behaviors, feelings and attitude that characterizes everyday life in the organization. However, organizational climate “highlights a high level of variability across different cross-sections of the department”2. In order to improve the climate in the organization, the culture has to be cognizant of the factors contributing to the atmosphere in the work-place. Give at least one example of some aspect of each in a place where you have worked...
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...Organizational Structure Broadly defines as the sum total of the ways in which an organization divides its tasks and then coordinates them. It defines the firms’ decision-making authority and serves as the connecting fiber between the company’s strategy and the actions and behaviour of its members. An organization structure designates formal reporting relationships, encompassing the number of levels in the hierarchy and the span of control held by managers and supervisors; identifies groupings of individuals into specific positions, work units, teams, departments, division and others as well as the groupings of these submits into the total organization. Organization structure is reflected in the organization chart. The organization chart is the virtual representation of a whole set of underlying activities and processes in an organization. It can be quite useful in understanding how a company works. It’s also shows the various parts of an organization, how they are interrelated, and how each position and department fits into the whole. The concept of an organization chart – showing what positions exist, how they are grouped, and who reports to whom. Several Dimensions of Organization Structure and Design Chain of Command An unbroken line of authority that links all persons in an organization and shows who reports to whom. It is associated with two underlying principles. Unity of Command – each employee is held accountable to only one supervisor. Scalar Principle...
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...Running head: ORGANIZATIONAL STRUCTURE PAPER Organizational Structure Paper University of Phoenix Management Theory and Practice MGT/230 Organizational Structure Paper It has been that businesses operate under different organizational structures depending on the needs of the organization, its products, customer needs and services. This paper will help the reader understand the organizing structures and how it relates to a particular organization. It will show that some organizations can use multiple structures simultaneously to allow for the success of the organization and to accomplish the overall goals set forth by the organization’s vision. For the purpose of this paper we will discuss the organizational and geographical structure of Farmers Insurance Group and how it compares to Ford Motor Company and Westhorp & Associates, Inc. Farmers Insurance Group operates under a functional organizational structure. This means that each department is staffed with individuals that have similar responsibilities. This approach allows each department to work more efficiently with maximum productivity. However, this also allows the possibility for little or no communication between the departments. Under the Farmers Insurance Group organizational function all auto claims adjuster are under one department, all commercial adjusters are under another department, all marketing representatives are under their own department. There are no overlapping...
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...Introduction Organizational Learning has become an important theory in the development of leadership and organizational growth. There are many works available on the topic but Peter M. Senge’s book “The Fifth Discipline: The Art and Practice of the Learning Organization” is held as the foremost organizational learning concept that others have built upon. In 1990, Senge outlined the five disciplines as follows: 1. System Thinking: is the conceptual framework where organizations see the total picture to make effective change. It is considered the cornerstone of the disciplines. 2. Personal Mastery: is dependent on the commitment of the organization’s members to effect change so the organization may learn. 3. Mental Models: exposes the biases that we carry with us, which we may be unaware of. In order to learn and change it is necessary to “turn the mirror inward.” It opens the member to “learningful” conversations and other’s input. 4. Building Shared Vision: this is the shared commitment of the future goals of the organization. The key component of this discipline is that the vision is shared by the stakeholders and not dictated by the organization. 5. Team Learning: this is the foundation to the organization’s ability to thrive. It is a vital component of modern organizations as the learning unit is the team, as opposed to the individual. The teams must learn so the organization may learn. Senge defined his framework as disciplines because he considered them...
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...A cross-level process theory of trust development in interorganizational relationships Abstract Most research on trust in inter-organizational relationships focuses on a single level of analysis, typically the individual or organizational level, and treats trust as a fairly static phenomenon. To stimulate more cross-level research, we propose a theoretical model that explains how trust in inter-organizational relationships is related across various levels of analysis. At the same time, our model emphasizes the dynamic aspect of trust by examining how trust develops throughout consecutive relationship stages. Drawing from several programs of research, we identify the mechanisms that drive the progression of trust across levels as the inter-organizational relationship unfolds. Starting with the boundary spanner as the key individual at the beginning of a new collaboration, we specify how trust gradually becomes part of the fabric of organizational action. By integrating micro and macro approaches over time, the proposed model contributes to a better understanding of how trust evolves in inter-organizational relationships. Keywords Alliance dynamics, cross-level effects, institutionalization, inter-organizational relationships, multilevel theory, strategic alliances, trust Introduction In the development of the management of inter-organisational relationships, the issue of trust has increasingly become the main focus (MacDuffie, 2011; Zaheer and Harris, 2006). ...
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...Organizational Culture Danielle Patton Organizational Behavior Introduction Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance. There seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique of the dominant culture. They may have values that are not consistent, or outwardly reject the culture as a whole, yet at the same time they are still able to maintain their position within the firm. In addition, it has been a personal experience that in many organizations strong organizational culture can in fact be negative, and in fact actually damage the performance of their employees. The perception is due to the fact that in many organizations the culture can act as a barrier to the employee to gain status within the organization. Types of Organization Culture Clan Culture: Clan cultures are more successful when the business environment is...
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...Organizational Trends Organizational Trends The team discussion this week was about organizational trends and stress in the workplace. Team A commented on characteristics of high-performance workplaces. They also examined how the high-performance workplaces differ from the more traditional organizations. Team members discussed the effects of stress and what they believe are the best stress management strategies. Each member also evaluated the emerging trends in organizational behavior related to high-performance organizations and stress management techniques to best deal with everyday stress. High-performance Workplace Characteristics Team A came up with many characteristics of a high-performance workplace and commented on whether they think their employers fit into this category or not. Some of these characteristics include strong leadership, a team environment, focus on customers and current marketplace, and a strong continual training program. Corry, Carrie, and Jeremy believe their workplaces to be high-performance, but Jessica believes that hers is a more traditional workplace. The reason that Jessica views her organization as traditional is that it has a clear and defined hierarchy. It does not utilize teams, but instead uses an individual approach to reach organizational success. Corry and Carrie view their companies as high-performance as they have strong leadership that make performance expectations clear and are knowledgeable about the current environment...
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