BUAD 304 2

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forces for change: workforce
technology
competition
social trends
political trends
types of organization change: incremental revolutionar
reactive adaptation re-creation
anticipatory fine tuning transformation
sources of individual resistance to change: habit
security
economic factors
fear of unknown
selective information processing
sources of organizational resistance to change: structural inertia
group inertia
threats to expertise/power relationships/ resource allocations
limited focus of change
overcoming resistance to change: education & communication
participation
facilitation & support
negotiation
manipulation & cooptation
coercion
lewin's three step change model: unfreezing status quo
movement to new state
refreezing changes

restraining forces & driving forces
organizationan development goals: improve organizatoin effectiveness
improve organizations capacity to solve own problems and change itself
organizational development values: respect for people
trust & support
power sharing & participation
openness to information
Organizational development interventions (name 4 types): human process, technostructural, human resource management, strategic
human process inteventions: team building
conflict resultion
technostructural interventions: job enrichment & self-managing teams
employee empowerment
organization design
human resource management interventions: gainsharing & skill based pay
career development
strategic interventions: organization trasnformation
strategic alliances
organizational development application issues: differences in organization cultlure
differences in national cultures
politics of change
ethics of control
center for effective organizations: action research with organizations
-help organization learn to improve itself, generate new knowledge that can be applied to other organizations

research scientests and faculty members

types of projects: strategic change, designing high-performing organizations, team-based organizations, new reward and selection practices, organization learning
clients of center for effective organizations: honeywell, general mills, johnson & johsnon, verizon, capital one, boeing HP, SBC, Arco, armstrong
traditional change methods: management intiated and controlled
problem focused
experts analyze and design
doers implement solutions
rolled out as packaged change program
change is discrete event
problems with traditional change methods: conflict between experts & doers
lack of employee buy in
too rigid, not adaptive
limited learning
may solve specific problems, but doesn't improve organization's capacity to improve itself
managing strategic change: felt need -> vision -> action learning process
self-design strategy: involves multiple stakeholders
innovation on site
learning by doing
continuous change, improvement & learning
part of normal operations
action learning cycle: planning to modify change & how it is implemented
taking action to implement change
collecting pertinent information
diagnosing progress
learning to improve organization: as time increases and action learning cylce repeats itself, continually improved performance of organization
organizatoin design components: around- structure, information & control systems, human resource systems, technology & work design systems
center- organiztion cultlure
human resource systems- selection, trianing & development, performance management system
high performing organizations: organization structure- flat & lean
work design- self managed teams
information systems- open & distributed
leadership-visionary
decision making- employee empowerment
training and development- continuous
selection processes- culture driven
rewards- performance & skill based
cultlure- strong & egalitarian
workforce accomodations- plentiful
power definition: ability to influecne others so they do things they would not do otherwise
bases of power (where it comes from ): coercive-fear
legitimiate-authority of postiion
referent- identification with person
expert- skills, knowledge & expertise
reward- postiive benefit
power as dependency: the greater the dependency the greater the power
a has power over b to the extent- importance, scarcity, nonsubstitutability
changes in power-dependency: uncertainty absorption: 1910s-1950s: can we make it efficiently? production/engineering
1960s-1970s: can we sell it? sales/marketing
1980s: can we finance expansion? financial/legal
1990s: can we innovate and change ourselves? R& D/ HRM
2000s: ???
differences in power-dependency: professions & professionalization: compensation & prestige of professions (Barber vs medical doctor)
need to professionalize: barriesr to entry
business schools & professionalization
organizational politics defintion: using power beyond its formal role to gain rewards
organizational politics reasons: scarce resources
different interests
ambiguous goals/proposed outcomes
technical/environmental uncertainty
organizational change
organizational politics political techniques: controlling information & communication
controlling agenda & decision making parameters
game playing
impression management
building coalitions
conflict: definition: process that begins when one party feels that another party has negatively affected or is about to negatively affect something the first party cares about

for a conflict to exist it must be perceived by those involved

this definition is flexible enough to cover a full range from subtle disagreements to violent acts
traditional view: all conflict is harmful
human relations view: conflict is an inevitable & natural outcome in any group
interactionist view: conflict is not only a positive force in a group but is an absolute necessity for effective grou pperformance
conflict process- 5 stages and parts of each stage: stage I- potential opposition- antecedent conditions: communication, structure, personal variables

Stage II- cognition and personalization- perceived/ felt conflict

stage III- intentions- conflict handing intentions: compromise, competition, collaboration, accomodation, avoidance

Stage IV: behavior: overt conflict- party's behavior, other's reactions

Stage V: Outcomes- increased/decreased group performance
conflict intensity continuum: no conflict->annihilatory conflict
minor disagreements or misunderstanding
overt challenging or questioning of others
assertive verbal attacks
threats and ultimatums
aggressive physical attacks
overt efforts to destroy the other party
two types of negotiation strategies (name them): distributive, integrative
distributive negotiation strategy: available resources- fixed amount of resources to be divided
primary motivations- i win, you lose
primary interests- opposed to each other
focus of relationships: short term
integrative negotiation strategy: available resources: variable amount of resources to be divided
primary motivation: I win, you win
primary interest: convergent or congruent with each other
focus of relationship: long term
the negotiation process: preparation and planning
definition of ground rules
clarification and justification
bargaining and problem solving
closure and implementation
elements of structure: work specialization
chain of command
span of control
formalization
centralization
departmentation
departmentation- four ways: by function
by self-contained unit:
product
customer
geography
organization designs (five types): simple structure
bureaucracy
matrix
virtual
horizontal/boundaryless
simple structure: authority centralized in owner
informal- lack of structure
benefits: inexpensive, flexible
disadvantages: inefficient, dependent on owner
bureaucracy: functional departments
standardized rules
high centralization/formalization
benefits: efficiency/low labor costts
disadvantages: coordination problems, rule bound
matrix structure: functional & product departmentation
two bosses
benefits:
coordination between multiple products/projects
efficient allocation of specialists/professionals
costs:
confusion & power struggles
leadership skills
stress
virtual organization: small centralized core
outsource major business functions
advantages:
gain scale without mass
quickly access new markets
flexible and adaptive
diadvantages:
hard to form and manage
requires trust
loss of control
boundaryless or horizontal organizations: organize around core processes (eg new product development)
use multi-disciplinary teams to manage processes
owner for each process
reduce vertical & horizontal boundaries
communicate via networked computers
benefits:
highly flexible & business focused
reduces control & coordination costs
disadvantages:
difficult to implement
requires new skills and methods
new information technology
structural designs: summary (two types): mechanistic
organic
mechanistic: high formalization, high centralization
-bureaucracy
size- larger
strategy- minimize cost/immitation
technology- high routine
environment- low uncertainty
organic: low formalization, high decentralization
- simple structure
- matrix structure
- virtual organization
- boundaryless/horizontal organization
size- smaller
strategy-innovation, imitation
technology- low routine
environment- high uncertainty
determinants of structure: strategy (immitation, innovation, minimize cost)
size
technology
environment
concept of culture- definition: system of shared meaning held by members that distingues organization from others
dominant culture vs subcultures
strength of culture- how widely and deeply it is held
elements of cultlure: values: what is important
beliefs: how things work
norms: how members should behave
describing & assessing organization culture: innovation and risk taking
attention to detail
outcome orientation
people orientation
team orientation
agressiveness
stability
culture's role in organization effectiveness: efficient communication, coordination & control
substitute for formalization
commitment to organization
success when fits strategy and competitive environment
liability when it does not- barrier to change, diversity, acquisitions & mergers
formation of organization cultlure: values of founder (philosophy)-> selection criteria-> top management, socialization -> organization cultlure
learn about organization cultlure: stories
rituals
material symbols
language
corporate strategy: how firm will use its resources to gain competitive advantage
human resources strategy: how firm will use human resources to implement corporate strategy
human resource management: policies and practices used to implement human resource strategy
human resource management cycle: selecting the right people, training & developing them, assessing their performance, rewarding them

center- union management relations
selection chart: chart
training & development chart: chart
performance appraisal chart: chart
rewards chart: chart
union-management relations: chart

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