University of the Cumberlands CH15 Technological Advances & Organizational Stress HW Task -1 – write 650 – 700 words min and work should be based upon the

University of the Cumberlands CH15 Technological Advances & Organizational Stress HW Task -1 – write 650 – 700 words min and work should be based upon the assigned reading from ppt

Reflect on the assigned readings from the ppt. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.

Also, provide a graduate-level response to each of the following questions:

One of the main ways that culture is created and maintained within an organization is for the founder to only hire and keep employees who think and feel the same as he/she does. Discuss both the pros and cons of this idea and offer an opinion as to why this system can be effective.?

Political uncertainties have been shown not to create as much stress for countries in North America as they do for countries in South America. Why is this the case?

Task-2 – Problem Set

1. Technological advances in society have been shown to cause organizational stress. Why is this the case, given that changes in technology usually means work is less complicated or time consuming? Discuss

2. What are the various ways in which the organizational culture can be transmitted to the employees?

The task -2 is to answer the question provided above in essay form. This is to be in narrative form. Bullet points should not to be used. The paper should be at least 2 – 2.5 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to organizational behavior. This does not mean blogs or websites. This source should be a published article in a scholarly journal. This source should provide substance and not just be mentioned briefly to fulfill this criteria. The textbook should also be utilized. Do not use quotes. Do not insert excess line spacing. APA formatting and citation should be used. Essentials of Organizational Behavior
Fourteenth Edition
Chapter 15
Foundations of
Organizational Structure
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
After studying this chapter you should be
able to:
1. Identify the seven elements of an organization’s structure.
2. Identify the characteristics of the functional structure, the
divisional structure, and the matrix structure.
3. Identify the characteristics of the virtual structure, the
team structure, and the circular structure.
4. Describe the effects of downsizing on organizational
structures and employees.
5. Contrast the reasons for mechanistic and organic
structural models.
6. Analyze the behavioral implications of different
organizational designs.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
What Is Organization Structure?
• Organizational Structure:
Defines how job tasks are formally divided,
grouped, and coordinated
– Key elements:
1.
2.
3.
4.
5.
6.
7.
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Boundary spanning
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Key Questions and Answers
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Work Specialization
• Work specialization:
Describes the degree to which activities in the
organization are subdivided into separate jobs
– Also known as division of labor
– Benefits
▪ Greater efficiency and lower costs
– Costs
▪ Human costs when carried too far
▪ Job enlargement as a solution
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Work Specialization Economies
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Departmentalization
• Departmentalization:
Basis by which jobs are grouped together so that
common tasks can be coordinated
• Common bases:
–
–
–
–
Functional
Product or service
Geography
Process and customer
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Chain of Command
• Chain of command:
Unbroken line of authority that extends from the
top of the organization to the lowest echelon and
clarifies who reports to whom
– Authority: positional rights
– Unity of command: one boss
• Fewer organizations find this is relevant
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Span of Control
• Span of control:
The number of employees a manager is expected
to effectively and efficiently direct
– Determines the number of levels and managers an
organization has
▪ Trend is toward wider spans of control
▪ Wider span depends on knowledgeable employees
▪ Affects speed of communication and decision making
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Contrasting Spans of Control
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Centralization and Decentralization
• Centralization:
Degree to which decision making is concentrated
at a single point in the organization
– Only includes formal authority: positional rights
– Highly centralized when top managers make all the
decisions
– Decentralized when front line employees and
supervisors make decisions
– Trend is toward increased decentralization
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Formalization
• Formalization:
Degree to which jobs within the organization are
standardized
– Formal: minimum discretion over what is to be done,
when it is done, and how
– Informal: freedom to act is necessary
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Boundary Spanning
• Boundary spanning:
When individuals form relationships outside their
formally assigned groups
– Liaison roles
– Development activities
▪ Job rotations
– Organizational goals and shared identity
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Common Organizational Designs
• Three common organizational frameworks:
1. Simple structure
2. Bureaucracy
3. Matrix structure
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Simple Structure
• Low degree of departmentalization
• Wide spans of control
• Authority centralized in a single person
• Little formalization
• Difficult to maintain in anything other than small
organizations
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Bureaucracy
• Highly routine operating tasks achieved through
specialization
–
–
–
–
–
Formal rules and regulations
Centralized authority
Narrow spans of control
Tasks grouped by functional departments
Decision making follows the chain of command
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Functional and Divisional Structures
• Functional structure: groups employees by their
similar specialties, roles, or tasks
• Divisional structure: groups employees into
units by product, service, customer, or geographic
market area
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Matrix Structure
• Combines two forms of departmentalization
– Functional
– Product
• Dual chain of command
• Advantages:
– Facilitates coordination and efficient allocation of
specialists
• Disadvantages:
– Possible confusion, fosters power struggles, stress
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Matrix Structure for a College of Business
Administration
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New Design Options
• Virtual Organization:
A small core organization that outsources its major
business functions
– Highly centralized with little or no departmentalization
– Provides maximum flexibility while concentrating on
what the organization does best
– Reduced control over key parts of the business
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A Virtual Organization
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The Team Structure
• Team structure:
–
–
–
–
Eliminates the chain of command
Has limitless spans of control
Replaces departments with empowered teams
Breaks down geographical barriers
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The Circular Structure
• Circular structure: Top management is at the
center of the organization with its vision spreading
outward in rings grouped by function
– May be confusing for employees
– May be used to spread CSR initiatives
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The Leaner Organization: Downsizing
• Downsizing:
A systematic effort to make an organization leaner
by selling off business units, closing locations or
reducing staff
– Controversial because of the negative impact on
employees
– Impact on organizational performance has been very
controversial
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Organizational Design Models
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Determinants of Structure
• Organizational Strategy
– Innovation strategy: introduce new offerings-prefer
organic structures
– Cost-minimization strategy: cost control–prefer
mechanistic structures
– Imitation strategy: minimal risk and maximum profit–
both structures used
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Optimal Structural Option
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More Determinants of Structure
• Organization Size
– Move toward mechanistic structure as size increases
• Technology
– Routine activities prefer mechanistic structures, nonroutine prefer organic structures
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Still More Determinants of Structure
• Environment
–
–
–
–
Dynamic environments lead to organic structures
Capacity
Volatility
Complexity
• Institutions
– Act as guidelines for appropriate behavior
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The Environment
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Organizational Designs and Employee
Behavior
• Cannot generalize any link between structure and
performance
• Consider employee preferences for:
–
–
–
–
Work specialization
Span of control
Centralization
Predictability versus autonomy
• National culture influences organizational
structure
– High power distance cultures accept mechanistic
structures
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Implications for Managers
• Specialization can make operations more efficient, but excessive
specialization can create dissatisfaction and reduced motivation.
• Avoid designing rigid hierarchies that overly limit employees’
empowerment and autonomy.
• Balance the advantages of remote work against the potential pitfalls
before adding flexible workplace options.
• Downsize your organization to realize major cost savings, and focus
the company around core competencies-but only if necessary because
downsizing can have a significant negative impact on employee affect.
• Consider the scarcity, dynamism, and complexity of the environment,
and balance the organic and mechanistic elements when designing an
organizational structure.
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Copyright
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Essentials of Organizational Behavior
Fourteenth Edition
Chapter 16
Organizational Culture
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
After studying this chapter you should be
able to:
1. Describe the common characteristics of organizational
culture.
2. Compare the functional and dysfunctional effects of
organizational culture on people and the organization.
3. Identify the factors that create and sustain an
organization’s culture.
4. Show how culture is transmitted to employees.
5. Describe the similarities and differences in creating an
ethical culture, a positive culture, and a spiritual culture.
6. Show how national culture may affect the way
organizational culture is interpreted.
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Organizational Culture
• Organizational culture:
A system of shared meaning held by members
that distinguishes the organization from other
organizations
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Characteristics of Organizational Culture
1.
2.
3.
4.
5.
6.
7.
Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability
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Culture Is a Descriptive Term
Culture
Job Satisfaction
• Organizational culture • Measures affective
is concerned with how
responses to the work
employees perceive an environment:
organization’s culture,
concerned with how
not whether or not they employees feel about
like it
the organization
• Descriptive
• Evaluative
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Do Organizations Have Uniform Cultures?
• The dominant culture expresses the core
values that are shared by a majority of the
organization’s members
• Subcultures tend to develop in large
organizations to reflect common problems,
situations, or experiences of members
– Subcultures mirror the dominant culture but may add to
or modify the core values
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Strong versus Weak Cultures
• In a strong culture, the organization’s core
values are both intensely held and widely shared
• Strong cultures will:
– Have great influence on the behavior of members
– Increase cohesiveness
– Result in lower employee turnover
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Culture versus Formalization
• High formalization creates predictability,
orderliness, and consistency
• A strong culture achieves the same end without
the need for written documentation
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The Functions of Culture
•
•
•
•
•
Defines boundaries
Conveys a sense of identity
Generates commitment beyond oneself
Enhances social stability
Sense-making and control mechanism
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Culture Creates Climate
• Organizational climate:
The shared perceptions organizational members
have about their organization and work
environment
– Positive climate is linked to higher customer
satisfaction and financial performance
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The Ethical Dimension
• Ethical work climate (EWC):
Shared concept of right and wrong behavior in the
workplace that reflects the true values of the
organization and shapes the ethical decision
making of its members
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Culture and Sustainability
• Sustainability:
Organization practices that can be sustained over
a long period of time because the tools or
structures that support them are not damaged by
the processes
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Culture and Innovation
• Culture and innovation:
Innovative companies are characterized by their
open, unconventional, collaborative, vision-driven,
and accelerating cultures
• Culture as an asset:
Culture can contribute to an organization’s bottom
line
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Culture as a Liability
• Institutionalization
Behaviors and habits go unquestioned – can stifle
innovation
• Barriers to change
Culture is slow to change – even in a dynamic environment
• Barriers to diversity
Culture seeks to minimize diversity
Can embed prevalent bias and prejudice
• Barriers to acquisitions and mergers
Cultural incompatibility can be a problem
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How a Culture Begins
• Ultimate source of an organization’s culture is its
founders
• Founders create culture in three ways
1. Hiring and keeping those who think and feel the same
way they do
2. Indoctrinating and socializing those employees to their
way of thinking and feeling
3. Acting as a role model and encouraging employees to
identify with them
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Keeping a Culture Alive
• Selection: seek out those who fit in
• Top management: establish norms of behavior by
their actions
• Socialization: help new employees adapt to the
existing culture
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A Socialization Model
• Pre-arrival: initial knowledge about the
organization and own unique ideas
• Encounter: exposed to the organization
• Metamorphosis: member changed to fit within
the organization
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Entry Socialization Options
• Formal: new workers
separated for training
• Collective: group
basis
• Fixed: planned
activities
• Serial: role models
used
• Divestiture: strip
away characteristics
to build up new ones
• Informal: new workers
immediately put to work
• Individual: one-on-one
• Variable: no timetables
• Random: on your own
• Investiture: accepts and
confirms existing
characteristics
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Summary: How Cultures Form
• Success in employee socialization depends on
management’s selection of socialization methods
and the closeness of new employees’ values to
those of the organization
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How Employees Learn Culture
• Culture is transmitted to employees through:
– Stories: provide explanations
– Rituals: reinforce key values
– Material symbols: convey importance, degree of
egalitarianism desired, and appropriate behaviors
– Language: identify and segregate members
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Creating an Ethical Organizational Culture
• A strong culture with high risk tolerance, low-tomoderate aggressiveness, and a focus on means
as well as outcomes is most likely to shape high
ethical standards
–
–
–
–
–
Managers must be visible role models
Communicate ethical expectations
Provide ethical training
Visibly reward ethical acts and punish unethical ones
Provide protective mechanisms
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Creating a Positive Organizational Culture
• A positive organizational culture emphasizes:
–
–
–
–
Building on employee strengths
Rewarding more than punishing
Encouraging vitality and growth
Recognizing outside context
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A Spiritual Culture
• Workplace spirituality: recognizes that people
have an inner life that nourishes and is nourished
by meaningful work that takes place in the context
of community
• Characteristics of a spiritual organization:
–
–
–
–
Benevolence
Strong sense of purpose
Trust and respect
Openmindedness
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The Global Context
• Organizational culture can reflect national culture
and it can transcend national boundaries
– Managers need to be culturally sensitive:
▪
▪
▪
▪
Talk in a low tone
Speak slowly
Listen more
Avoid discussing religion and politics
• Ethical decision making can be culture-bound
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Impact on Employee Performance and
Satisfaction
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Implications for Managers
• Realize that an organization’s culture is relatively fixed in
the short term.
• Hire individuals whose values align with those of the
organization; these employees will tend to remain
committed and satisfied.
• Understand that employees’ performance and socialization
depend to a considerable degree on their knowing what to
do and not do.
• You can shape the culture of your work environment.
• Understand the cultural relevance of your organization’s
norms before introducing new plans or initiatives overseas.
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Copyright
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Essentials of Organizational Behavior
Fourteenth Edition
Chapter 17
Organizational Change and
Stress Management
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved.
After studying this chapter you should be
able to: (1 of 2)
1. Contrast the forces for change and planned
change.
2. Describe ways to overcome resistance to
change.
3. Compare the four main approaches to managing
organizational change.
4. Demonstrate three ways of creating a culture for
change.
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After studying this chapter you should be
able to: (2 of 2)
5. Identify the potential environmental,
organizational, and personal sources of stress at
work as well as the role of individual and cultural
differences.
6. Identify the physiological, psychological, and
behavioral symptoms of stress at work.
7. Describe individual and organization…
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