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Unit 4 ob
- 1. Organizational processes & structure: Organizational structure & design
- 2. What Is Organizational Structure? Key Elements: • Work specialization • Departmentalization • Chain of command • Span of control • Centralization and decentralization • Formalization
- 3. What Determines Organizational Structure? À To what degree are tasks subdivided into separate jobs? Á On what basis will jobs be grouped together? Â To whom do individuals and groups report? Ã How many individuals can a manager efficiently and effectively direct? Ä Where does decision-making authority lie? Å To what degree will there be rules and regulations to direct employees and managers?
- 4. Key Design Questions and Answers for Designing the Proper Organization Structure
- 5. Division of labor: • Makes efficient use of employee skills • Increases employee skills through repetition • Specialized training is more efficient • Allows use of specialized equipment
- 6. Economies and Diseconomies of Work Specialization
- 7. Grouping Activities By: • Function • Product • Geography • Process • Customer
- 9. Narrow Span Drawbacks: • Expense of additional layers of management. • Increased complexity of vertical communication. • Encouragement of overly tight supervision and discouragement of employee autonomy. Concept: Wider spans of management increase organizational efficiency.
- 10. Decentralization The degree to which decision-making has been delegated to the lower levels
- 12. Organization Structure: Its Determinants and Outcomes
- 13. Why Do Structures Differ?
- 15. 2. Strategy
- 17. 3.Technology Characteristics of routineness (standardized or customized) in activities: • Routine technologies are associated with tall, departmentalized structures and formalization in organizations. • Nonroutine technologies are associated with delegated decision authority.
- 18. 4. Environment Key Dimensions: • Capacity: the degree to which an environment can support growth. • Volatility: the degree of instability in the environment. • Complexity: the degree of heterogeneity and concentration among environmental elements.
- 19. The Three Dimensional Model of the Environment Complexity Volatility Capacity
- 20. Common Organization Designs A Simple Structure: Jack Gold’s Men’s Store
- 22. The Bureaucracy Strengths Functional economies of scale Minimum duplication of personnel and equipment Enhanced communication Centralized decision making Weaknesses Subunit conflicts with organizational goals Obsessive concern with rules and regulations Lack of employee discretion to deal with problems
- 23. The Matrix Structure Cross-Functional Coordination Clear Accountability Allocation of Specialists Dual Chain of Command
- 25. New Design Options Concepts: Provides maximum flexibility while concentrating on what the organization does best. Disadvantage is reduced control over key parts of the business.
- 27. Characteristics: • Breaks down departmental barriers. • Decentralizes decision making to the team level. • Requires employees to be generalists as well as specialists. • Creates a “flexible bureaucracy.”
- 28. T-form Concepts: Eliminate vertical (hierarchical) and horizontal (departmental) internal boundaries. Breakdown external barriers to customers and suppliers.
- 30. It refers to a system of a shared meaning held by members that distinguishes one organization from other organizations
- 31. Characteristics of Organisational Culture Innovation & Risk-Taking Attention in detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability
- 32. CONCEPTS RELATED TO CULTURE Dominant Culture Subcultures Core Values Strong Vs Weak Cultures Culture Vs Formalization Organizational Culture Vs National Culture
- 33. EVALUATING CULTURES Pros (positives):- Culture has a boundary-defining role It conveys a sense of identity for organisational members It facilitates generation of commitment to something larger than one’s individual self-interest It enhances social system stability
- 34. CONS (NEGATIVES):- Barrier to change Barrier to diversity Barrier to acquistions & mergers
- 35. CREATING & SUSTAINING CULTURES
- 36. Philosphy of org.’s founders Selectio n Criteri a Top Management Socialization Organizatio n Culture
- 37. HOW EMPLOYEES LEARN CULTURE Stories Rituals Material Symbols Language
- 38. MATCHING PEOPLE WITH CULTURES Low Solidarity High Socialability High Low Networked Communal Fragmented Mercenary
- 40. FORCES FOR CHANGE Competition Nature of the workforce Technology Economic Shocks World Politics Social Trends
- 41. What can change agents change What are the change options Structure Technology Physical Setting People
- 42. RESISTANCE TO CHANGE Individual Resistance Individual Resistance Habit Security Economic Factors Fear of the Unknown Selective Information Processing
- 43. Organisational Resistance Threat to Established Resource Allocations Structural Inertia Threat to Established Power Relationships Limited Focus of change Group Inertia Threat to Expertise
- 44. Overcoming Resistance to Change Education & Communication Participation Facilitation & Support Negotiation Manipulation & Co-optation Coercion
- 45. Approaches to Managing Organizational Change Lewin’s Three- Step Model Unfreezing Movement Refreezing
- 46. Unfreezing the Status Quo Time Driving Forces Restraining Forces Desired State Status Quo
- 47. 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 Process of Action Research Diagnosis Analysis Feedback Action Evaluation
- 48. Managing Change For managing change, five questions need to be answered:- Do people believe change is possible? If change is possible, how long will it take to bring it about Is resistance to change greater in some cultures than in others Does culture influence how change efforts will be implemented Do successful idea champions do things differently in different cultures
- 50. 5/11/2021 50 WHAT IS STRESS? Stress 1. A specific response by the body to a stimulus, as fear or pain, that disturbs or interferes with the normal physiological equilibrium. 2. Physical, mental, or emotional strain or tension.
- 51. 5/11/2021 51 Stress is not in our environment… …it is what we perceive in our mind and body.
- 52. 5/11/2021 52 TYPES OF STRESS Distress Eu-Stress
- 53. 5/11/2021 53 Distress: Stress from bad sources Difficult work environment Overwhelming sights and sounds Threat of personal injury
- 54. 5/11/2021 54 Eustress: Good Stress Getting into college Winning the lottery
- 55. 5/11/2021 55 POSITIVE / NEGATIVE Stress in and of itself is neither positive nor negative. It is our perception of that stimulus which determines whether a situation is stressful. Some event that is exciting and pleasurable to one person may be painfully stressful to another.
- 56. 5/11/2021 56 3 Basic Stages of Stress ARE: ALARM RESISTANCE EXHAUSTION
- 57. 5/11/2021 57 ALARM The body’s initial physical reaction for fight or flight.
- 58. 5/11/2021 58 RESISTANCE The body tries to cope and adapt to the continued stress and begins the process of repairing any damage caused by the stress. If the stress can be overcome the body repairs the damage and the physical signs disappear. Resistance to stress is increased each time it’s dealt with leaving us stronger than before.
- 59. 5/11/2021 59 EXHAUSTIO N If there is no relief from the stress, the body and mind cannot repair the damage. This can result in emotional, mental, and physical problems.
- 60. 5/11/2021 60 Model of Stress Potential Sources Individual Differences Consequences Environmental Factors Organizational Factors Individual Factors Individual Differences Perception Job Experience Social Support Locus of Control Experienced Stress Physiologi cal Psychologica l Behavioural
- 61. 5/11/2021 61 Normal Response to Our Environment
- 62. 5/11/2021 62 starting college tests changing jobs deaths breakups in relationships financial hardships Common Stressful Events
- 63. 5/11/2021 63 Busy modern life Studying for exams Handling emergencies balance responsibilities
- 64. 5/11/2021 64 STRESS SYMPTOMS Work related stress has a way of creeping into our lives, sometimes without our even realizing it. Some of the symptoms are minor, while others are more serious and even hazardous to your health. You may be stressed out if you… Have a hard time making decisions Have trouble meeting important deadlines Experience feelings of fatigue or sleepiness even with enough sleep Have low self-esteem Feel that there just aren’t enough hours in the day to get the job done Tend to criticize and be argumentative Experience moodiness or depression Are forgetful
- 65. 5/11/2021 65 STRESS SYMPTOMS II Get the constant feeling that something is wrong or missing Have a change in appetite so that you eat more or less than usual Find yourself smoking, drinking, or using drugs to cope with your job Experience rapid, irregular heartbeats or heart pounding Get muscle aches, headaches, or migraines Have high blood pressure
- 66. 5/11/2021 66 MIND OVER MANAGEMENT Our goal is not to eliminate stress but to learn how to manage it. Begin with educating yourself. Remember: “ Knowledge is power!” The ability to control a matter lies in understanding it.
- 67. 5/11/2021 67 5 EASY WAYS TO ADDRESS S T R e s s s s………………….z z z z z z z z z z z z z z z Take deep breaths Take a walk; escape from your environment Say no to what you don’t have time for or what isn’t interesting Leave work early (or at least on time) Relax your demands on yourself a bit; most of us expect to much
- 68. 5/11/2021 68 5 MORE WAYS TO ADDRESS STRESS Let yourself ask questions, and communicate with co-workers. Do unpleasant tasks in the morning to get them over with. Simplify things whenever possible. Look at large, overwhelming projects as a series of steps you complete one at a time. Let yourself laugh, especially when you feel grumpiest. Live in the present—don’t spend time worrying about how much better things were in the past or what might happens in the future. Most people who are able to manage stress have perfected the art of living in the now.
- 69. 5/11/2021 69 Strategies to Manage Stress in Your Life Simplify Your Life Ask for help Practice Time Management Minimize Alcohol Use Humor--Take Time to Play Relaxation Techniques Get Counseling If Needed
- 70. EMOTIONAL INTELLIGENCE IN CONTEMPORARY BUSINESS
- 71. EMOTION How a person feels about something TYPES OF EMOTIONS POSITIVE EMOTIONS Love/Affection Happiness/Joy Surprise NEGATIVE EMOTIONS Fear Sadness Anger Disgust Shame
- 72. Event Emotion Thoughts justifying emotions, Worrying, Remembering the emotions…
- 73. INTELLIGENCE "The ability to learn new things, recall information, think rationally, apply knowledge and solve problems."
- 74. The Theory of Multiple Intelligences Howard Gardner (1995) Language 7 intelligences Logical-mathematical + 2 Spatial relations Naturalistic Bodily-kinesthetic Existential Musical Interpersonal Intrapersonal
- 76. EMOTIONAL INTELLIGENCE SELF-CONTROL OVER ONE’S EMOTIONAL LIFE A TRUST AND GOODWILL TOWARDS OTHERS TO A DEGREE THAT ALLOWS SUCCESSFUL INTERACTION
- 77. Emotional intelligence is the ability to know and manage oneself along with an awareness and ability to manage one’s relationships with others.
- 79. Emotional Intelligence Attitude is the primary measure of emotional intelligence Gratitude Optimism Adaptability Self-awareness
- 80. GOLEMAN’S DIMENSIONS OF EMOTIONAL INTELLIGENCE
- 81. SELF-AWARENESS Emotional Awareness: recognizing one's emotions and their effect Accurate Self-assessment: knowing one's strengths & limits Self-confidence: A strong sense of one's self-worth and capabilities SELF-REGULATION Self-control: Keeping disruptive emotions and impulses in check Trustworthiness: Maintaining standards of honesty and integrity Conscientiousness: Taking responsibility for personal performance Adaptability: Flexibility in handling change Innovation: Being comfortable with novel ideas, approaches & new information MOTIVATION Achievement drive: Striving to improve or meet a standard of excellence Commitment: Aligning with the goals of the group or organization Initiative: Readiness to act on opportunities Optimism: Persistence in pursuing goals despite obstacles and setbacks Personal Competence
- 82. Social competence EMPATHY Understanding others: sensing others' feelings and perspectives, taking an active interest in their concerns Developing others: Sensing others development needs and bolstering their abilities Service orientation: Anticipating, recognizing, and meeting customers' needs Leveraging diversity: Cultivating opportunities through different kinds of people Political Awareness: Reading a group's emotional currents and power relationships SOCIAL SKILLS Influence: Wielding effective tactics for persuasion Communication: Listening openly and sending convincing messages Conflict management: Negotiating and resolving disagreements Leadership: Inspiring and guiding individuals and groups Change Catalyst: Initiating or managing change Building bonds: Nurturing instrumental relationships Collaboration and cooperation: Working with others toward shared goals Team capabilities: creating group synergy in pursuing collective goals
- 83. Acknowledging your strengths and weaknesses without judgment is a key sign of emotional intelligence