1. Managing Organizational Structure1

2. Organization Structure
Outlines the jobs to be completed in an organization and how the jobs relate to one another
Arranging jobs to create an efficient task system within the firm 2

3. Types of Departments Function (marketing, finance, accounting
Product (chev.,pontiac, buick, cadillac)
Geography (East, West, North, South)
Customer ( corporate, individual, government) 3

4. Tall and Flat Organizations
Tall structures- many levels of authority relative to the organization’s size.
- Communication gets difficult
- More time needed to implement decisions
Flat structures- few levels of authority, but wide spans of control.
- Results in quick communications
- Can lead to overworked managers 4

5. Organizational Culture and Change

6. Organizational Culture
A system of shared meaning (values, behaviours, etc.) that determines how employees act
Distinguishes one organization from another
Is the ‘glue’ that bonds an organization

7. Values vs. Norms
Values: stable long-lasting beliefs about what is important
Example: Honesty is the best policy…
Norms: unwritten rules that shape behaviour in different situations
Example: organization networking events

8. Creating a Strong Org. Culture
Senior managers hire only employees who think the way they do
The management guide these employees to their way of thinking
Top managers serve as role models
Is a strong culture a good thing?

9. Factors Creating a Strong Culture
Values of the founder
Ceremonies and rewards
Organizational Culture
Stories and language
Socialization

10. Values of the Founder
Have substantial influence on values, norms and behaviours over time
Hire Managers that share their vision

11. Socialization
Newcomers learn org.’s values and norms necessary to perform job.
Org. members learn from each other which values are important.
Behave in a certain way without even knowing it.
Socialization programs help employees learn the ropes

12. Ceremonies and Rewards
Formal events that recognize incidents of importance
Let companies publicly recognize employee contributions
Determine how individuals enter, advance, or leave organization
Office parties and shared announcements of company success

13. Stories and Language Stories provide clues about values and norms
Language such as slogans, symbols, and jargon help employees know expectations.

14. Material Symbols Organization’s Layout, size of office, or dress code
Conveys who is important within organization
Cars given to executives

15. What is Change?
An alteration of an organization’s environment, structure, technology, or people
An organizational reality
An opportunity or threat
Change agent: person who initiates change in an organization

16. External Forces for Change
Labour
Markets
Technology
Laws and
Regulations
Economic
Changes
Marketplace

17. Internal Forces of Change
Corporate
Strategy
The
Workforce
Employee
Attitudes
Technology
and Equipment

18. Resistance to Change Uncertainty and Ambiguity
Concern Over Personal Loss
Belief That Change Is Not Beneficial

19. Techniques to Reduce Resistance
TECHNIQUE WHEN USED
Education and When resistance is due to misinformation communication
Participation When resisters have the expertise to make a contribution
Facilitation and When resisters are fearful and anxiety-ridden support
Negotiation Necessary when resistance comes from a powerful group – make an exchange
Manipulation When a group’s cooperation and an endorsement is needed
Coercion Direct force on resisters