Management & Organisation Organisational Design

Week 8 Presentatie titel Exam Training Ewoud Guldemond

IBMOM409FT

Rotterdam, 00 januari 2007 Rotterdam, June 2011

Lecture outline
1.Exam Training 2.Presentations (see list)
- Chapter 12, question 1 --> Jeroen van der Klink - Chapter 12, question 2 --> Valmir Shala; - Chapter 12, question 3 --> Alejandro Gonzalez; - Chapter 13, question 1 --> Nimco Said; - Chapter 13, question 2 --> Marianela Alberto; - Chapter 13, question 3 --> Anastacia Reijnders; - Chapter 14, question 1 --> Lucky Freeman; - Chapter 14, question 2 --> Maurits Versteeg; - Chapter 14, question 3 --> Kevin Oranje; - Chapter 15, question 1 --> Volkan Tam; - Chapter 15, question 2 --> Kevin Jim; - Chapter 15, question 3 --> Yousef Nagar; - Chapter 16, question 1 --> Salar Rabbani; - Chapter 16, question 2 --> Emal Hashemi; - Chapter 16, question 3 --> Mohamed Ali Bah.

Written exam

Instructions: Read all questions carefully, provide clear and concrete answers; Answers to these questions need to based on evidence presented in the case. For providing evidence presented in the case, quotes need to be used; Answers lacking clear and valid reasoning will be disregarded; All questions must be answered within the boundaries of the page (as indicated); For answering question 5, see Appendix for the model; The exam is 50% of the total grade;

Management & Organisation Organisational Design

Week 1 Presentatie titel Introduction Chapter 12 Asselbergs/Bulters/Guldemond/ Mein/Righters/Valk
Rotterdam, 00 januari 2007 Rotterdam, April 2011

IBMMO409FT

Organisational Design Chapter 12 Ethical Problem-Solving and Decision-Making

The Rational Problem-Solving Process

Problem Awareness Problem Definition Problem Solving

Compare with project management Prince2.

Exhibit 12-5: Decision-Making Grid

Criteria
Benefits Alternative A Probability of Success Costs Risks Associated Consequences Timing

Alternative B

Alternative C

Ethical Decision Making

Ethics

is the discipline dealing with what is good and bad and with moral duty and obligations. behaviour is that which conforms to accepted standards of conduct.

Ethical

Decision Style Characteristics

Focus Number of solutions ( Uni - Focus )

Decisive

Hierarchic

Amount of Information Used

( Minimizer ) ( Maximizer )

Flexible Integrative

( Multi Focus )

Exhibit 12-8: Types of Participation in Decisions

Autocratic I Autocratic II Consultative I Consultative II Group II

Autocratic
Autocratic 1 The team leader solves the problem or makes the decision using the information that is available;

Autocratic II The team leader obtains needed information from the group and then makes the decision. The group may or may not be told about the nature of the problem or decision.

Consultative I
Team leaders share the problem with members of the group individually. Information and suggestions are obtained but the leader makes the final decision;

Consultative II

A team leader gets the group together and shares the problem. Ideas and suggestions are obtained from the team and the leader makes the final decision.

Group II

The team leader tells the team about the problem. The group makes the decision by discussion and consensus.

Management & Organisational Behaviour

Presentatie titel
Week 2 Chapter 13 Organisational Design IBMMO408R2
Rotterdam, 00 januari 2007 Rotterdam, May 2011

Power Has Many Definitions that Imply the Same Meaning

The ability to change the behaviour of others to perform actions that they might not otherwise perform. The ability of A to alter circumstances impacting on B so that B does what A wants.
s

Power Definitions (cont.)

The potential ability of a person or group to influence another person or group. The capacity to influence others.

Sources of Power
Organisational Position
Formal Authority Control of Rewards Control of resources

Personal Behaviour
Expertise Personal Respect Reciprocal Alliance

Situational Forces

Coercion Information Access Association Access

Empowerm ent Practices

Positional Basis of Power

Legitimate authority The result of position in organisational hierarchy Reward capacity Coercive capacity
Remember: Commanding obedience can be risky if your performance depends on the creative action or expertise of your subordinates

Situational Factors that Affect Power

Coercive power based on ability to withhold desires resources or consequences. Information power based on the ability to control access to needed information. Association power based on influence with a person who holds power.

Possible Outcomes of Power or Influence Attempts

Commitment a strong positive response. Compliance acceptance of and enactment of influence attempt. Resistance a strong negative response.

Recipe of Organisational Power

Interpersonal Sources of Power -Reward - Coercive - Legitimate - Expert - Referent Add Effective/Ineffective Application of Power - Relationships among power bases - Selection of influence strategies Structural Sources of Power -Knowledge - Resources - Decision Making - Networks and the result:

Influence over others!

Power Needs

Power motive - the learned desire to have strong influence or control over others.

To determine your power motive, ask yourself:

Politics

Those activities taken within an organisation to: acquire, develop, and use power and other resources to obtain ones preferred outcome in a situation where there is uncertainty or disagreement about choices.

Management & Organisation

Week 3 Chapters 14 Presentatie titel Organisational Design IBMMO409R2

Ewoud Guldemond
Rotterdam, 00 januari 2007 Rotterdam, May 2011

Leadership is both a process and a set of characteristic behaviours

Process use of non-coercive influence to direct and energize others to behaviourally commit to the leaders goals. Characteristic Behaviours the creation of vision and goals and the motivating of others to obtain voluntary commitment.

Managers versus Leaders

Managers have authority to be in charge. Leaders influence others to follow. Managers do things right. Leaders do the right things. Managing means to bring about, to accomplish, to have responsibility for, to conduct. Leading is influencing, guiding in direction, course, action, opinion.

Exhibit 14-1: Kotters Distinction Between Managers and Leaders

3 Basic Tasks
Deciding what needs to be done

Coping with complexity Planning and budgeting (deductively producing orderly results)

Managers

Coping with change Setting a direction (inductively creating a vision and strategies to provide focus for planning) Aligning people to the vision (emphasising communication, credibility, and Empowerment) Motivating people (creating Involvement, emphasising values, building informal networks of relationships)

Leaders

Creating networks and relationships

Organising and staffing (structuring jobs and reporting relationships to efficiently implement plans)

Ensuring people do the job

Controlling and problem solving (comparing behavior with plan, taking action to correct deviations)

Exhibit 14-2: Traits that Distinguish Leaders

Drive Leadership motivation Honesty and integrity Self-confidence Cognitive ability Knowledge of the business

Leader Behaviours and Decision Styles

Showing Consideration

High Human Relations Democratic

Laissezfaire Low Low

Autocratic High

Initiating Structure

Blake & Moutons Leadership Grid

Blake & Moutons Leadership Grid

High
9

Concern for people

Country Club Management 1,9

Team Management 9,9

Middle-of-the-Road Management 5,5

Low

Impoverished Management 1,1 1 2 3 4 5 6

Authority Compliance 9,1 7 8 9

Low

Concern for production

High

Hersey & Blanchards Situational Leadership Theory

Premise: The leader should assess follower needs and adapt the style to those needs. Assumption: Leaders are diagnosticians and are capable of changing their style.

Situational Leadership Model

(High)

High Relationship and Low Task

High Task and High Relationship

RELATIONSHIP BEHAVIOR

Low Relationship and Low Task

High Task and Low Relationship

(Low) (Low) Able and Willing (Low)

TASK BEHAVIOR
Able but Unwilling Unable but Willing Unable and Unwilling

(High)

Follower Readiness

(High)

Transformational Leadership Process (Leavitt)

Broadens and elevates the interests of their employees. Generates awareness and acceptance of the purposes and mission of the group. Stirs employees to look beyond their own self-interest for the good of the group.

Management & Organisational Behaviour

Presentatie titel
Week 6 Chapters 15 Organisation and Design IBMMO408R2
Rotterdam, 00 januari 2007 Rotterdam, June 2010

Learning Outcomes

After studying this chapter you should be able to: Explain why significant changes in the nature of jobs and organisational design are occurring as a result of information technology. Diagram the four most basic organisational designs and cite two advantages and disadvantages of each. Explain how the issues of autonomy, control, and integration affect decisions about centralised versus decentralised authority in the design of organisations. Contrast the characteristics, strengths, and weaknesses of bureaucracy with those of organic, postmodern organisations. State how differences in span of control, hierarchical levels, and size yield flatter and more lateral networked organisations. Compare the similarities and contrast the differences among quality circles, self-managed teams, and cross-functional teams.

Why Do Organisational Designs Change over Time?

Technology drives changes in structuring work:

Organisational design provides for:

The dividing and grouping of tasks. Networks to convey information. A structure for locating decision centres or authority. Processes for coordination, control, and conflict resolution. The means to link key work units with appropriate external stakeholders.

Organisational Design by Function

Organisation Design by Geography

Organisational Design by Product Line

Organisation Design by Customer

Integrated Organisational Design

The Matrix Organisational Design

General Manager

Functional Departments

Project Managers

A B C

A, B, C

What are the Fundamental trade-offs for Balancing Organisational Design?

http://www.youtube.com/watch?v=WZ83MffY3lI

Centralisation and decentralisation. Autonomy and Control. Differentiation and integration. Bureaucratic versus organic structures. Wide versus narrow span of control. Flat versus tall hierarchy. Control with staff or line.

Geometric Effects of Span-of-Control Ratios

Four Options for Participative Team Management

QUALITY CIRCLES: A group process involving volunteers in analysing problems and recommending solutions. SELF-MANAGED TEAMS: A work unit granted authority to take the decisions and actions necessary to produce a product or service. SOCIO-TECHNICAL SYSTEMS: A systems approach to enhance motivation and productivity by balancing human and technical systems. CROSS-FUNCTIONAL TEAMS: People from several functions coordinate interrelated tasks.

Management & Organisation

Organisational Design

Presentatie titel
Week 6 Chapter 16 - Culture
Asselbergs/Bulters/Guldemond/Mein /Righters/v/d Valk

Rotterdam, 00 januari 2007 Rotterdam, June 2011

How Do Assumptions Give Meaning to Organisational Culture

Organisational Assumptions Guide Behaviour: Organisational culture describes the fundamental assumptions people share about an organisations values, beliefs, norms, symbols, language, rituals and myths that give meaning to organisational membership and are collectively accepted by a group as guides to expected behaviours.

The Top Five Organisational Values

1.Provide excellent service to customers. 2.Operate in a highly ethical manner at all times. 3.Provide excellent products and/or services. 4.Consistently make a fair and reasonable profit. 5.Staff the organisation with high-calibre employees from top to bottom.

Values

The enduring beliefs and expectations that a person or group hold to be important guides to behaviour.

The Organisational Value System

A core set of values shared by the majority of organisationalmembers, typically differentiated by the origin and content of those enduring values.

Four Types of Organisational Value Systems

Functional

Functional Charismatic

Functional Traditional

Content Focus of Values

Elitist

Elitist Charismatic

Elitist Traditional

Charismatic

Org. Tradition

Origin/Source of Values

What Functions Do Organisational Cultures Serve

Culture complements rational managerial tools. Culture supports (or resists) strategic changes. Culture helps socialise new members. Culture promotes expected behaviours. Subcultures facilitate organisational diversity.

How to Read Organisations Culture

1. Observe Physical Settings and Artifacts Facilities , Dress; 2. Find Meaning in Organisational Rites Legends Meetings and off-sites; 3. Ask Questions and Observe Responses

Questions Uncover Cultural Assumptions

Look for consistencies and varieties in what people tell you. The greater the consistency, the stronger the culture.

Cultural changes may be necessary whenever organisations need to:

Break away from a rigid bureaucratic culture. Diminish the belief that power or policies gets things done. Integrate an acquisition (with its own culture) into the ways of a new parent. Establish a unique, autonomous culture after a division is spun off. Infuse stronger cultural elements into a weak culture.

National Cultures Programme Collective Learning

The essence of country culture is national mental pre-programming, the part of our collective learning that we share with other members of our nation, region, or group.

Hofstede

Hofstede provides several examples: In Europe,British people will form a neat queue whenever they have to wait. Dutch people will as a rule greet strangers when they enter a small space like a lift. Austrians will wait at a red pedestrian traffic light even when there is no traffic.

The Hofstede National Cultural Framework

Four largely independent dimensions, based on patterns of enduring values, provide the framework for describing national cultures:

Hofstede (cont.)

Individualism versus collectivism. 2. Centralised versus diffused power. 3. Strong versus weak uncertainty avoidance. 4. Masculinity versus femininity.

1.

Four Independent Cultural Dimensions: How Select Countries or Regions Score

Country/ Region Individualism Power Masculinity Distance Uncertainty Avoidance

Arab countries Brazil Mexico India Indonesia Japan France Great Britain Sweden United States Canada

40 40 30 50 15 45 70 90 70 90 80 40 30 70 85

80 75 80 80 80 55 65 35 30 40 40 45 90 80

65 50 70 40 45 95 45 35 5 45 55

50

60

65 65

Rational and Expressive Elements that Influence OB

END