What are the characteristics of an effective organizational design?
What are the characteristics of an effective organizational design?
Description
School: Arizona State University
Department: School of Sustainability
Course: Business and Sustainability I
Professor: Antonios printezis
Term: Fall 2016
Tags: business and sustainability
Cost: 25
Name: SCM 385 Week 2 Notes
Description: Notes based on provided materials
Uploaded: 09/02/2016
Reviews
SCM 385 WEEK 2We also discuss several other topics like engl 497 class notes
Organizing for Sustainability
Organizational •Creation of roles, processes, and formal reporting relationships in an organizationIf you want to learn more check out What is the atomic numbers?
Design •framework for achieving mission statement and living art core values
•Characteristics of effective organizational design
1. SimplicityWe also discuss several other topics like What is a graph to organize quantitative data?
2. Flexibility
3. ReliabilityWe also discuss several other topics like What were the ideas that paved the way to the further understanding of evolution?
4. Economy
5. Acceptability (acceptable to those who operate it)If you want to learn more check out When was the first recorded news report?
Education •large corporations value sustainability training, generally more than smaller area
Need for •document was justification for sustainability degreeIf you want to learn more check out What are the challenges facing behavior today?
Green
Businesses
Chief •”Going Green” study found that companies with a sustainability function have a
Sustainability competitive advantage through cutting short - long-term costs
Officer •
change and getting needed data
Approaches to 1. Functional structure: groups positions based on similar functions (ie. marketing,
Organizational finance, HR)
Design 2. Divisional Structure: divided by organizational outputs
↪makes performance easier to monitor
3. Matrix Structure: combo of 1+2; cross-functional teams in which team members
Are part of two formal groups (in a group but also part of a functional department
↪downside: power struggle between 3 basses
4. Team Structure: like matrix structure, but the groups are not as permanent or
Formal
5. Network Structure: managers contract artwork to specialists
↪cheaper but less reliable
9 org. 1. Compatibility -compatible with organization objectives
Design 2. Minimal critical specification -are specify what you need to give flexibility for the
Principle rest
3. The Sociotechnical Criterion -unpreventable variances should be minimized
Near the source.
4. Multifunctional Principle -organism vs. mechanism: be able to meet many types
Of goals; be adaptable (equifinality)
5. Boundary location -clear lines between departments, levels, and the outside world
6. Information flow -information distributed in a way that necessary actions can be
Taken @ good times
7. Support Congruence -organization should positively reinforce the things that it wants
8. Design and Human Values -providing high quality work should be a goal
9. Incompletion -continuously develop
Changing to Sustainability
Basics of Mental Models: help people know what to pay attention to and what’s
Organizational important
Sustainability -how people make inferences
The Dynamic of Change
1. Kaizen -continuous improvement through learning
2. Punctuated Equilibrium: things are the same until a breakthrough
3. Spiral -growth with repeated patterns
4. Chaos (randomness, chance)
Change Basics
•Lewis -basic model organizational change
-unfreeze, more refreeze
•Motivational Gap (difference between current state and aspirations)
↪goal cant be too far nor too near
Maslow’s Hierarchy: when employees basic needs are met, employees can be motivated by
Things nearer the top of maslow’s Hierarchy
Change Strategy: thoughts
•if you change the way people think, then their behavior will change
•”Humanistic”; most often used; persuasive
Change Strategy: actions
•change behavior, thought change will follow
IBM •”change gap” →difference between expecting change and feeling able to
Study manage it
On change •ability to create change depended on people rather than technology
❋only 41% of projects were successful (an average)
What makes change successful?
- Top management sponsorship
- Employee involvement
- Honest and timely communication
- Corporate culture that motivates and promotes change
The change diamond:
Right investment real insights
Right impact real actions
Better skills solid methods
Better change solid benefits
- Real Insights →realistic understanding of upcoming challenges
- Solid Methods →systematic approach that matches formal methodology
- Better Skills →properly utilize resources and people
- Right Investment: recognize where greater opportunities for returns are and invest
Accordingly
Diffusion •theory that explains how/why/how fast ideas and technology spread
Of •Everett Rogers
innovations •4 elements that influence the spread of a new idea
1. The innovation itself
2. Communication channels
3. Time relies heavily on human capital
4. Social system
