OB Exam 4 Short Answer

3. What is the relationship between organizational structure and strategy? In your answer, use the terms "mechanistic model" and "organic model".

-Structure is all the people, positions, procedures, processes, culture, technology and related elements that comprise the organization. It defines how all the pieces, parts and processes work together (or don't in some cases). This structure must be totally aligned with strategy for the organization to achieve its mission and goals. Structure supports strategy. -If an organization changes its strategy, it must change its structure to support the new strategy. When it doesn't, the structure acts like a bungee cord and pulls the organization back to its old strategy. Structure supports strategy. What the organization does defines the strategy. Changing strategy means changing what everyone in the organization does. Mechanistic Model: A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization Organic Model: A structure that is flat, uses cross-hierarchical and cross functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.

9. Identify and explain three sources / forces for change. Give a specific current example for one.

1. Changing nature of the workforce: Almost every organization must adjust to a multicultural environment, demographic changes, immigration, and outsourcing 2. Technology: is continually changing jobs and organizations. 3. Competition: Competitors are as likely to be across the ocean as across town. Successful organizations are fast on their feet , capable of developing new products rapidly and getting to the market quickly.

10. Identify and explain three tactics to help overcome resistance to change.

1. Communication 2. Participation 3. Develop positive relationships( build trust)

6. Organizational culture can sometimes be a liability. Identity and explain three negative factors about organizational culture. For one factor, give a specific example.

1. Institutionalization: A condition that occurs when an organization takes on a life of its own, apart from an of its members, and acquires immortality -it becomes valued for itself and not for the goods and services it produces 2. Barriers to Diversity: Hiring new employees who differ from the majority in race, age, gender creates a paradox. management wants to demonstrate support for the differences these employees bring to the workplace, but the newcomers who wish to fit in must accept the organizations core culture 3. barriers to Change: Culture is a liability when shared values don't agree with those that further the organizations effectiveness -jason at lowes

2. Identify and describe three common organizational structures.

1. The Simple Structure: An organizational structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization with one individual with decision making authority -most companies start as a simple structure, and many innovative technology based firms with short lifespans, like cellphone app development firms, remain compact by design. 2. The Bureaucracy: An organizational structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command. It incorporates the strongest degrees of departmentalization. -has the ability to perform highly standardized activities in an efficient manner. -banks, places you buy clothes, government offices 3. The Matrix Structure: An organizational structure that creates dual lines of authority and combines functional an product departmentalization. -Can be found in advertising agencies, universities, entertainment companies, and management consultant firms. -it breaks the unity of command concept employees in the matrix have two bosses. the functional department manager, and the product manager. The strength of the matrix is its ability to facilitate coordination when the organization has a number of complex and interdependent activities

11. What is a paradox? Give an example. Explain the difference between exploration and exploitation.

A statement or situation that is self-contradictory. Exploitation:Refining, improving routine actions. -Focus on doing "it" better - efficiency Exploration:Searching for innovations -Focus on new ideas - flexibility

5. Define organizational culture. Identify and explain three functions of organizational culture.

A system of shared meaning held by members that distinguishes the organization from other organizations Boundary Defying role: it creates distinctions between organizations Conveys a Sense of Identity for organization members It is a sensemaking and control mechanism that guides and shapes employees attitudes and behaviors.

7. Define and explain the following: (a) dominant culture, (b) sub-culture, and (c) counter-culture? How can all three exist within an organization?

Dominant Culture: A culture that expresses the core values that are shared by a majority of the organizations members Subculture: Mini-cultures within an organization, typically defined by department designations and geographical separation Counter-Culture: divergent beliefs from the dominant culture

13. Experiencing stress can sometimes results in positive outcomes. Explain. Be sure to use specific terminology in your answer.

Some stress is good -Better focus, intensity -Challenge stressors are more productive Manage extreme stress -Personal differences impact felt strain and responses - think selection process. -Job design Work environment & Relationships -Provide coping resources / outlets.

1. Define and explain the concept of span of control. How does span of control impact the efficiency of an organization?

Span of Control is the number of subordinates a manager can efficiently and effectively direct. -all things being equal, the wider or larger the span creates fewer levels, more employees at each level and the more efficient the organization is -a span of 8 would be considered more efficient than a span of 4

12. What is an organizational stressor? Give an example. What are the three types of consequences of experiencing stress at work?

Stressor: an aspect of the work environment that requires a response Challenge Stressor: Stressors associated with workload, pressure to complete tasks, and time urgency Hindrance Stressor: Stressors than keep you from reaching your goals( for example : red tape, office politics, confusion over job responsibilities) Consequences: Physiological symtoms: stress can create changes in the metabolism, increase heart and breathing rates and blood pressure bringing on headaches and induce heart attacks Psychological Symptoms: it can create tension, anxiety, irritability, boredom, procrastination and create job dissatisfaction Behavioral symptoms: increase in absenses and turnover, personal changes to eating habits, increase smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders

8. How do organizations create and sustain organizational culture?

The ultimate source of an organizations culture is in the founders. -Culture is created in three ways: First founders hire and keep only employees who think and feel the same way they do second they indoctrinate and socialize employees to their way of thinking and feeling . Third the founders own behavior encourages employees to identify with them and internalize their beliefs, values, and assumptions Fourth when an organization succeeds the founders personalities become embedded in the culture It can be sustained by use of selection practices ( hiring) actions of top management socialization methods Socialization process: Prearrival Stage: the period of learning that occurs before a new employee joins the organization Encounter Stage: The stage a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge Metamorphosis Stage: The stage new employee changes and adjusts to the job, work group, and organization