7: Organizational Structure and Change
- Page ID
- 24374
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 7.1: Organizational Structure and Change
- This page explores organizational structure, covering definitions, types (matrix, boundaryless, learning), and the rationale behind organizational change along with strategies to manage resistance. It underlines the importance of organizational design in management within the P-O-L-C framework and discusses how structure significantly influences employee behavior and performance.
- 7.2: Case in Point: Toyota Struggles With Organizational Structure
- This page discusses Toyota's decline in automotive quality following a major recall in 2009, despite its strong history. The company's rapid growth led to a centralized culture that hampered issue resolution. Although the Toyota Production System empowered workers, it also caused communication bottlenecks. The decision-making process, dominated by Japanese insiders, was slow. Toyota's future success depends on decentralizing its structure and enhancing transparency.
- 7.3: Organizational Structure
- This page examines organizational structures, focusing on divisional versus functional departmentalization and the balance between mechanistic and organic structures. It highlights how different structures affect responsiveness to market changes, employee performance, and operational efficiency. The interplay of centralization, formalization, and hierarchical levels is important for optimizing organizational performance and decision-making.
- 7.4: Contemporary Forms of Organizational Structures
- This page examines various organizational structures such as matrix, boundaryless, and learning organizations, highlighting the importance of adaptability in modern business. It discusses the benefits and challenges of these structures, including role ambiguity in matrix organizations and the promotion of flexibility in boundaryless ones.
- 7.5: Organizational Change
- This page outlines the inevitability of organizational change driven by external factors such as technological advancements and globalization. Employee resistance, influenced by fear and habits, poses a significant challenge, particularly when change is led by new management. Transitioning from hierarchical to team-oriented structures highlights the importance of support and mentoring.
- 7.6: Planning and Executing Change Effectively
- This page outlines Kurt Lewin's three-stage model of planned change: unfreezing, change, and refreezing. It emphasizes effective change management through communication, urgency, support, and participation. The shift from episodic to continuous change is highlighted, advocating for integrating employee behavior into reward systems and fostering a learning environment with regular feedback.
- 7.7: Building Your Change Management Skills
- This page discusses strategies for overcoming resistance to change when proposing new ideas. It emphasizes listening to critics, involving stakeholders, assessing credibility, presenting data, appealing to shared ideals, and understanding resistance reasons. Recognizing fears and potential negative impacts can help tailor proposals. The main theme is the importance of respecting those who resist to constructively address their concerns.