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Organization Development and Change

Cummings

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Organization Development and Change

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    1. Organization Development and Change Thomas G. Cummings Christopher G. Worley

    2. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-2 Learning Objectives for Chapter Fourteen To understand the basic principles of technostructural design To understand the three basic structural choices and two advanced structural choices available to organizations To understand the process of downsizing and reengineering

    3. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-3

    4. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-4 Functional Organization

    5. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-5 The Functional Form Promotes skill specialization Reduces duplication of scarce resources and uses resources full time Enhances career development for specialists within large departments Facilitates communication and performance because superiors share expertise with their subordinates Exposes specialists to others within same specialty

    6. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-6 The Divisional Organization

    7. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-7 The Divisional Form Recognizes interdepartmental interdependencies Fosters an orientation toward overall outcomes and clients Allows diversification and expansion of skills/training Ensures accountability by departmental managers and promotes delegation Heightens departmental cohesion and involvement in work

    8. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-8 The Matrix Organization

    9. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-9 The Matrix Structure Makes specialized, functional knowledge available to all projects Use people flexibly Maintains consistency by forcing communication between managers Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power Can adapt to environmental changes

    10. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-10 Characteristics of Process-Based Structures Processes drive structure Work adds value Teams are fundamental Customers define performance Teams are rewarded for performance Teams are tightly linked to suppliers and customers Team members are well informed and trained

    11. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-11 The Process-Based Structure

    12. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-12 The Process-Based Form Focuses resources on customer satisfaction Improves speed and efficiency Adapts to environmental change rapidly Reduces boundaries between departments Increases ability to see total work flow Enhances employee involvement Lowers costs dues to overhead

    13. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-13 The Customer Centric Structure

    14. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-14 Advantages Presents one integrated face to the customer Generates a deep understanding of customer requirements Enables organization to customize and tailor solutions for customers Builds a robust customer response capability The Customer Centric Form

    15. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-15 The Network Organization

    16. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-16 Types of Networks Internal Market Network Vertical Market Network Intermarket Network Opportunity Network

    17. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-17 The Network-Based Form Enables highly flexible and adaptive responses Creates a best of the best firm to focus resources on customer and market needs Each organization can leverage a distinctive competency Permits rapid global response Can produce synergistic results

    18. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-18 The Downsizing Process Clarify the organizations strategy Assess downsizing options and make relevant choices Implement the changes Address the needs of survivors and those who leave Follow through with growth plans

    19. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-19 Downsizing Tactics

    20. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-20 The Reengineering Process Prepare the organization Specify the organizations strategy and objectives Fundamentally rethink the way work gets done Identify and analyze core business processes Define performance objectives Design new processes Restructure the organization around the new business processes.

    21. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 14-21 Characteristics of Reengineered Organizations Work units change from functional departments to process teams Jobs change from simple tasks to multidimensional work Peoples roles change from controlled to empowered The focus of performance measures and compensation shifts from activities to results. Organization structures change from hierarchical to flat Managers change from supervisors to coaches; executives change from scorekeepers to leaders

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