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Question 1:
Using this week’s lesson and resources (or previous weeks) as a start, locate three reputable sources that inform you about the process of organizational design (you can include non-journal sources for this assignment). Discuss an example where optimal (or improved) organization design resulted in greater functional effectiveness and productivity of an organization. (
Please see PowerPoint attachment to answer question). Only 250 needed and reference.
#2 Please respond ONLY 100 words
The first step in an organizations design is identification. (Crowston, 1997) There are three areas that need to be considered when reviewing the make-up of an organization.(De Guerre et al, 2013) First the business itself which includes, what are customer demands, market trends, and recent along with expected changes and current areas where the business is doing well and its shortfalls? Next the value of the group needs to be reviewed. This includes the values of the organization, the vision, what type of working environment currently exist and is that consistent with our established values. The third step requires an examination of the current operations. What are the avenues that we use to produce goods and services, and along with that are they the most effective? Additionally the question must be asked if there is a decision made to improve or change the process will it still align with the organizations values. Companies are in a continual search of a competitive advantage and the best way to maintain an advantage is for the full potential of employees to be exploited.(Kohlbacher, Reijers, 2013) If managers constantly engage their best and worst employees alike it will have remarkable positive effects not only on performance but job satisfaction alike. (Buble, et al, 2014) The root objective behind organization design, is to make the business operate in a fluid or smooth fashion. Once the identification process has taken place ideas can begin to be presented, that will test the idea and evaluate the employee’s response to the change or proposed change. If the change produces positive results in the productions of goods and services while maintaining the employee satisfaction, these new changes will become policy.
#2 Please respond ONLY 100 words
In terms of greater functional effectiveness and productivity of an organization, the company google uses the implementation of cultural differences and diversity within its workplace in order to enhance different aspects of productivity. This is effective use of diversity due to the different ways in which employees are able to complete specified tasks in their own ways. There is a lot of unique talents that come from people of different backgrounds and is all valued greatly at the organization. In fact, it is stated that google is one of the first organizations in the world to willingly and up front release its diversity statistics within its organization.
In addition to diversity playing key role for the success of the company, technology attributes, smart creatives, and company culture (Values, empowerment, and expected behavior). Technology is one of the main foundation in which googles acts upon in order to gain success within its organization. Technology from google not only keeps the world together, it also brings that of employees together. Working on innovation technologies is a team process and takes a special type of management team to bring all of the parts together that need one another in order to succeed. These teams of managed personnel include that of cloud computer, computer technology, and even cell phone expertise filled employees.
In the past ten years, google has had to improve organization design by creating its own management. In addition to this, google has encouraged its employees to utilize parts of their work days to create and work on their own interesting side projects in order to spark innovation within the organization. Not only does google encourage this type of productivity, but it also encourages employees to never be afraid of failure due to its usefulness in creating new ideas and problem solving.
SYSTEMS
THEORY
Slideshare.net
WHAT
IS
SYSTEMS
THEORY?
! Systems
theory
is
the
transdisciplinary
study
of
the
abstract
organization
of
phenomena,
independent
of
their
substance,
type,
or
spatial
or
temporal
scale
of
existence.
It
is
also
a
management
methodology
as
it
is
a
way
of
analyzing
and
thinking
about
organizations
and
to
provide
alternative
approaches
THE
PREMISES
OF
SYSTEMS
THEORY
The
systems
theory
puts
forth
the
premise
that
organizations,
like
living
organisms,
are
made
up
of
numerous
component
subsystems
that
must
work
together
in
harmony
for
the
larger
system
to
succeed.
Systems
theory
states
that
organizational
success
relies
on
synergy,
interrelations
and
interdependence
between
different
subsystems.
As
arguably
the
most
valuable
component
of
a
company,
employees
make
up
various
vital
subsystems
within
an
organization.
Departments,
work
groups,
business
units,
facilities
and
individual
employees
can
all
be
considered
component
systems
of
the
organizations
CHARACTERISTICS/FEACTURES
OF
SYSTEMS
THEORY
! Communication
Communication
mechanisms
must
be
put
in
place
for
organizational
systems
to
exchange
relevant
information
with
its
environment.
Communication
provides
for
the
flow
of
information
among
the
subsystems.
Systems,
subsystems
and
supersystem
Systems
are
a
set
interrelated
parts
that
turn
inputs
to
outputs
through
processing.
Subsystems
is
the
step
that
does
the
processing
of
the
objectives
within
an
organization.
Super
systems
are
other
systems
in
environment
of
which
the
survival
of
the
focal
system
is
dependent.
CHARACTERISTICS/FEATURES
OF
SYSTEMS
THEORY
! Boundaries
The
part
of
the
system
that
separates
it
from
its
environment.
The
four
types
of
boundaries
involved
in
the
process
are
physical,
linquistical,
systematic
and
psychological
boundaries.
Goal-‐directedness
Systems
are
goal
oriented
and
engage
in
feedback
in
order
to
meet
the
goals
of
the
organization.
Also,
every
part
of
the
system
is
interdependent
with
each
other
working
together
towards
the
goal.
ADVANTAGES
OF
SYSTEMS
THEORY
! It
focuses
on
the
environment
and
how
changes
can
impact
the
organization.
! Broadens
the
theoretical
aspects
for
viewing
the
behaviour
of
organizations.
! It
is
designed
to
deal
with
complex
tasks
DISADVANTAGES
OF
SYSTEMS
THEORY
! Systems
Theory
does
not
focus
on
specific
task
functions
! It
does
not
provide
for
detailed
focus.
! The
changes
in
environment
may
directly
affect
the
structure
and
function
of
the
organization
! It
does
not
directly
explore
the
impact
of
interpersonal
relationships
and
loyalty
on
productively.
WAYS
SYSTEMS
THEORY
IS
USED
IN
MODERN
ORGANIZATIONS
Systems
theory
is
used
to
measure
performance,
and
to
control
and
compute
the
interactions
among
individuals
in
each
department
of
the
organisation.
When
the
system
theory
is
utilized
in
an
organization,
it
typically
encourages
growth
and
development
of
the
organization.
If
a
typical
managerial
leader
has
knowledge
of
Systems
Theory
it
is
generally
easier
to
manage
the
mechanisms
of
products
and
services
leaving
the
organization.
The Four-Frame Model
By
Bolman & Deal
Reframing Organizations
Lee G. Bolman &
Terrence E. Deal
Frames
Lenses –focus, filter some
things and allow others to
pass through, help us
order experience.
Frames
Tools –strengths and limitations.
Wrong tool gets in the way; right
tool makes the job easier.
Possess a tool
—but know how
to use it well.
Structural
Frame
• From sociology and management science.
• Emphasizes goals, specialized roles, and
formal relationships.
• Structures (Organization charts) fit
organization’s environment and technology.
• Responsibilities, rules, policies, procedures.
Structural Frame
Problems arise
when
the structure
does not fit the
situation.
Human Resource Frame
• From psychology.
• Organization as an extended family.
• Individuals with needs, feelings, prejudices,
skills, and limitations.
• Capacity to learn—and capacity to defend
old attitudes and belief.
Human
Resource
Frame
Challenge is to tailor
organizations to people—find a
way for individuals to get the job
done while feeling good about
what they are doing.
Political Frame
• Rooted in political science.
• Organizations as arenas, contests, or
jungles.
• Different interests competing for power and
resources.
• Rampant conflict—
differences in needs,
perspectives, and
lifestyles.
• Bargaining, negotiation,
coercion, compromise,
coalitions.
Political Resource Frame
Problems arise when power is
concentrated in the wrong places
or is too broadly dispersed.
Solutions: political skill.
Symbolic Frame
• Draws from social and
cultural anthropology.
• Organizations as tribes,
theaters, or carnivals.
• Culture—rituals,
ceremonies, stories,
heroes, and myths.
• Organization is theater—
actors play role while
audiences form
impressions.
Symbolic Frame
Problems arise when actors play their parts
badly, when symbols lose their meaning,
when ceremonies and rituals lose their
potency.
Rebuild the expressive or
spiritual side of organization
through the use of symbol,
myth, and magic.
Overview of the Four-Frame Model
Frame
Structural Human
Resource
Political Symbolic
Metaphor
for
Organization
Factory or
Machine
Family Jungle Carnival, temple,
theater
Central
Concepts
Rules, roles, goals,
policies,
technology,
environment
Needs, skills,
relationships
Power, conflict,
competition,
organizational
politics
Culture, meaning,
metaphor, ritual,
ceremony, stories,
heroes
Image of
Leadership
Social
architecture
Empowerment Advocacy Inspiration
Basic
Leadership
Challenge
Attune structure
to task,
technology,
environment
Align
organizational
and human needs
Develop agenda
and power base
Create faith, beauty,
meaning
Organization
al Ethic
Excellence Caring Justice Faith
Leadership
Contribution
Authorship Love Power Significance
Source: Bolman & Deal (1997), p. 15 & p. 344
Choosing a Frame
Question Frame if answer is Yes Frame if answer is No
Are individual
commitment and
motivation essential to
success?
Human Resource, Symbolic Structural, Political
Is the technical quality
of the decision
important?
Structural Human Resource,
Political, Symbolic
Are there high levels of
ambiguity and
uncertainty?
Political, Symbolic Structural, Human
Resource
Are conflict and scarce
resources significant?
Political, Symbolic Structural, Human
Resource
Are you working from
the bottom up?
Political Structural, Human
Resource, Symbolic
Source: Bolman & Deal (1997), p. 271
Reframing Leadership
and Management
Frame
Structural Human
Resources
Political Symbolic
Effective
Leader
Analyst,
architect
Catalyst,
servant
Advocate,
negotiator
Prophet, poet
Effective
Leadership
Process
Analysis,
design
Support,
empowerment
Advocacy,
coalition
building
Inspiration,
framing
experience
Ineffective
Leader
Petty tyrant Weakling,
pushover
Con artist,
thug
Fanatic, fool
Ineffective
Leadership
Process
Management
by detail
and fiat
Abdication Manipulation,
fraud
Mirage, smoke &
mirrors
Source: Bolman & Deal (1997), p. 303
Reframing Change
Frame
Structural Human
Resources
Political Symbolic
Barriers to
Change
Loss of clarity
and stability,
confusion,
chaos
Anxiety,
uncertainty,
feelings of
incompetence,
neediness
Disempowerment,
conflict between
winners and
losers
Loss of meaning
and purpose,
clinging to the
past
Essential
Strategies
Communicating,
realigning and
renegotiating
formal patterns
and policies
Training to
develop new
skills,
participation
and
involvement,
psychological
support
Creating arenas
where issues can
be renegotiated
and new coalitions
formed
Creating
transition rituals:
mourning the
past, celebrating
the future
Source: Bolman & Deal (1997), p. 321
How do you see the
four frames in your
organization and/or
work environment?
The Four-Frame Model
By
Bolman & Deal
Reframing Organizations
Lee G. Bolman &
Terrence E. Deal
Frames
Lenses –focus, filter some
things and allow others to
pass through, help us
order experience.
Frames
Tools –strengths and limitations.
Wrong tool gets in the way; right
tool makes the job easier.
Possess a tool
—but know how
to use it well.
Structural
Frame
• From sociology and management science.
• Emphasizes goals, specialized roles, and
formal relationships.
• Structures (Organization charts) fit
organization’s environment and technology.
• Responsibilities, rules, policies, procedures.
Structural Frame
Problems arise
when
the structure
does not fit the
situation.
Human Resource Frame
• From psychology.
• Organization as an extended family.
• Individuals with needs, feelings, prejudices,
skills, and limitations.
• Capacity to learn—and capacity to defend
old attitudes and belief.
Human
Resource
Frame
Challenge is to tailor
organizations to people—find a
way for individuals to get the job
done while feeling good about
what they are doing.
Political Frame
• Rooted in political science.
• Organizations as arenas, contests, or
jungles.
• Different interests competing for power and
resources.
• Rampant conflict—
differences in needs,
perspectives, and
lifestyles.
• Bargaining, negotiation,
coercion, compromise,
coalitions.
Political Resource Frame
Problems arise when power is
concentrated in the wrong places
or is too broadly dispersed.
Solutions: political skill.
Symbolic Frame
• Draws from social and
cultural anthropology.
• Organizations as tribes,
theaters, or carnivals.
• Culture—rituals,
ceremonies, stories,
heroes, and myths.
• Organization is theater—
actors play role while
audiences form
impressions.
Symbolic Frame
Problems arise when actors play their parts
badly, when symbols lose their meaning,
when ceremonies and rituals lose their
potency.
Rebuild the expressive or
spiritual side of organization
through the use of symbol,
myth, and magic.
Overview of the Four-Frame Model
Frame
Structural Human
Resource
Political Symbolic
Metaphor
for
Organization
Factory or
Machine
Family Jungle Carnival, temple,
theater
Central
Concepts
Rules, roles, goals,
policies,
technology,
environment
Needs, skills,
relationships
Power, conflict,
competition,
organizational
politics
Culture, meaning,
metaphor, ritual,
ceremony, stories,
heroes
Image of
Leadership
Social
architecture
Empowerment Advocacy Inspiration
Basic
Leadership
Challenge
Attune structure
to task,
technology,
environment
Align
organizational
and human needs
Develop agenda
and power base
Create faith, beauty,
meaning
Organization
al Ethic
Excellence Caring Justice Faith
Leadership
Contribution
Authorship Love Power Significance
Source: Bolman & Deal (1997), p. 15 & p. 344
Choosing a Frame
Question Frame if answer is Yes Frame if answer is No
Are individual
commitment and
motivation essential to
success?
Human Resource, Symbolic Structural, Political
Is the technical quality
of the decision
important?
Structural Human Resource,
Political, Symbolic
Are there high levels of
ambiguity and
uncertainty?
Political, Symbolic Structural, Human
Resource
Are conflict and scarce
resources significant?
Political, Symbolic Structural, Human
Resource
Are you working from
the bottom up?
Political Structural, Human
Resource, Symbolic
Source: Bolman & Deal (1997), p. 271
Reframing Leadership
and Management
Frame
Structural Human
Resources
Political Symbolic
Effective
Leader
Analyst,
architect
Catalyst,
servant
Advocate,
negotiator
Prophet, poet
Effective
Leadership
Process
Analysis,
design
Support,
empowerment
Advocacy,
coalition
building
Inspiration,
framing
experience
Ineffective
Leader
Petty tyrant Weakling,
pushover
Con artist,
thug
Fanatic, fool
Ineffective
Leadership
Process
Management
by detail
and fiat
Abdication Manipulation,
fraud
Mirage, smoke &
mirrors
Source: Bolman & Deal (1997), p. 303
Reframing Change
Frame
Structural Human
Resources
Political Symbolic
Barriers to
Change
Loss of clarity
and stability,
confusion,
chaos
Anxiety,
uncertainty,
feelings of
incompetence,
neediness
Disempowerment,
conflict between
winners and
losers
Loss of meaning
and purpose,
clinging to the
past
Essential
Strategies
Communicating,
realigning and
renegotiating
formal patterns
and policies
Training to
develop new
skills,
participation
and
involvement,
psychological
support
Creating arenas
where issues can
be renegotiated
and new coalitions
formed
Creating
transition rituals:
mourning the
past, celebrating
the future
Source: Bolman & Deal (1997), p. 321
How do you see the
four frames in your
organization and/or
work environment?
