Module 9 Organizational Culture and Structure

Read the following change management articles: Managing Change: Winning Hearts and Minds When Good Plans Don't Work Out Answer the following  questions1. According to the author, what percent of organizational transformations fail? Whyis this? 2. Explain the "hard" side and "soft" side of change management. Provide anexample of the hard and soft using a real or imaginary change.3. Discuss the four psychological stages that employees experience in dealing withchange in organizations. 4. Using the four stages in the previous question, explain for each stage howeffective managers of change should communicate.5. Think back on a large change that affected you in your life. Describe it and sharewhat 6. you did to manage the change. What might you have done differently?

Organizational Behavior: OpenStax:You have been selected to lead a team to decide on a different type of structure in your organization to better serve customers who are complaining about poor service that is slow, impersonal, and not meeting their needs to be heard. Presently, the functional structure isn’t working well. Outline some information from your knowledge using external and internal organizational environments and corporate culture that would help the team in its assignment.

Bryson's 10 step strategy change cycle from the textbook (Chapter 2) and 8 managerial tips for organizational changes from the article by Fernandez & Rainey. With these in mind, please answer the below. (2) Explain what you think is the most critical step for an organization to successfully and strategically change (Be sure to have a direct textbook reference when answering this question).   Textbook and Article: Managing Successful Organizational Change in the Public Sector Author(s): Sergio Fernandez and Hal G. Rainey Source: Public Administration Review, Mar. - Apr., 2006, Vol. 66, No. 2 (Mar. - Apr., 2006), pp. 168-176                                                                                                                      Published by: Wiley on behalf of the American Society for Public Administration Stable URL: https://www.jstor.org/stable/3542671   Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and…

When and under what conditions might managers change from a functional to (a) a product, (b) a geographic, or (c) a market structure?   (Source: Designing Organizational Structures. Class: Introduction to management and Organizational behavior.)

1. Apply the “Top management role in organization direction, design, and effectiveness” framework and analyze the 2010 Foxconn suicide cluster phenomenon, assuming your role as either Steve Jobs/Tim Cook or Terry Gou:a) What are the most pressing environmental issues (external and internal)?b) What are the primary organizational design issues?

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Large organizations have been flattened (de-layered) in attempts to improve their overall performance. What changes in management practices and employee behaviours need to occur, in order for this organization re-design to be effective? Explain.

discuss the following areas:    The company that I choose is : Chewy E-commerce business Company   The organizational culture and the unique characteristics of the firm's work environment. Leadership and how the various concepts and leadership models discussed in the text are utilized in your firm's CEO and management team. The organizational design and structure of the firm. How the firm manages ethical issues, conflict, and managerial challenges. Whether the firm uses either or both the characteristics of transactional and transformational leaders. Your recommendations for the future of the company. How can key leaders of this firm improve in the next 2-3 years? Please do not make recommendations on products or services you want the firm to produce.  Rather focus on how the company's organizational climate, leadership, ethics, leadership development, and overall leadership environment should improve.  When discussing these concepts, be specific and use examples that detail how your…

How would you classify Valve corp's organizational design across the main four dimensions of organizational structure (centralization, formalization, hierarchy, and specialization?

Change occurs frequently in an organization.  While most changes are slight and do not disrupt operation, embarking on a planned organizational culture change is different because it is a lengthy process and requires buy-in from all stakeholders for successful implementation.  That is why change is often initiated after an organization is a "burning platform" (Siren, Anthony, and Bhatt, 2022, p. 50). Of course, even with the best designed plan for change, challenges are inevitable.  Burke (2018) offers a perspective of the change process as "usually linear", however, the actual implementation is chaotic and requires adaptability every step of the way (p.10).  Most importantly, the pace of change today is different than in the past, therefore, organizations need to consider their approach to change to remain competitive. As you reflect on your professional experience, why is implementing organizational culture change especially challenging, and as a rule takes longer than anticipated?…

1. Explain how several current environmental forces are affecting and will affect organizations andorganizational structures’ effectiveness and efficiency in the near future?2. What can organizational managers and leaders learn with regard to organizational cultures thatwould inspire and motivate employees to do the right thing in their work?3. What are ways to classify and describe how industries and organizations fit and do not fit with theirexternal environments?4. What are some advantages and disadvantages of leaders, managers, and employees having andworkingwith a principle-centered approach (using some ethical principles in the chapter) rather than taking a“come what may,” trust in luck, circumstance and chance approach?5. What can groups or group leaders do to improve the quality of group decision-making?6. Describe how a leader, manager, and employee might think and act differently if their organizationseriously adopted and practiced doing business with a corporate social…

In the dynamic landscape of organizational change, the complexity of the process often necessitates a flexible and adaptive approach. The contingency approach to change recognizes that there is no one-size-fits-all solution. Instead, it advocates for tailoring change strategies to the unique characteristics and circumstances of the organization. This approach requires leaders to assess the specific challenges and opportunities within their organizational context and adjust their change initiatives accordingly. Factors such as the organizational culture, employee readiness, and external environmental factors play crucial roles in determining the most effective change approach. By acknowledging and responding to the contingent nature of change, organizations can enhance their agility and resilience in the face of evolving internal and external dynamics.   Question: How can organizational leaders effectively identify and assess the key contingencies that influence the success of change…

Discuss and differentiate between “disruptive change," and "incremental change?" In what unique ways does each of them affect an organization? Provide an example. PLEASE USE Bateman, T. S., Snell, S., & Konopaske, R. (2021). Management: Leading & collaborating in a competitive world. In Management: Leading & collaborating in a competitive world. New York, NY: McGraw-Hill Education.

Was the organizational structure presented by Kimberly‐Clark executives in 2004 betterthan the first structure proposed? Why or why not?

How would you characterize Delta's current organizational structure? Please use various organizational structural features such as Hierarchical vs. Flat, broad vs. narrow span of control, etc.   To what extent has their structure been a strength or a weakness?  Justify your answer.

Discuss how both organizational structure and culture can be deployed in achieving organizational objectives. (Give at four strategies)

Navigating organizational change is a critical aspect of management in today's dynamic business environment. Whether it involves mergers, restructuring, or technological upgrades, change is inevitable. Effective change management requires managers to communicate a compelling vision, engage employees in the process, and address concerns to minimize resistance. Flexibility and adaptability are key attributes for managers overseeing transitions, as they must guide their teams through uncertainty and ambiguity. Additionally, empowering employees to embrace change by providing adequate training and support is crucial for the overall success of organizational transitions.   Question: How can managers proactively address employee resistance during periods of significant organizational change, ensuring a smooth transition and fostering a positive and adaptive workplace culture?

1. What is the contingency theory and what assumptions do contingency theorists make about organizational design? 2. Is organization structure only contingent upon the size, technology, and environment? Give your views.

IV. Given the transformation agenda at GBC, carefully justify what structural organizational design will be appropriate for future GBC. IV. Identify key elements of contingency factors in the case.

what is the organizational culture of jpi and how has it changed over time?

Innovation leadership plays a pivotal role in driving organizational growth and competitive advantage in today's rapidly evolving business landscape. This paper examines the dynamic relationship between leadership, creativity, and entrepreneurship, exploring how effective leadership practices can stimulate Innovation across various organizational contexts. Drawing on theoretical frameworks and empirical research, the paper identifies key characteristics and behaviors of innovation leaders, such as vision, risk-taking, and fostering a culture of experimentation. Furthermore, it delves into the importance of creating supportive environments that encourage collaboration, diversity of thought, and knowledge sharing to fuel Innovation. Through case studies and practical examples, this paper offers insights into how organizations can develop and empower innovation leaders at all levels to drive sustainable innovation and adapt to changing market demands.   Question:   What strategies can…

3. Discuss the changing internal environment at the Body Shop (associated with growth) and the consequences and challenges for organization design; in particular, comment on the dual challenge of, on the one hand making an organization more efficient (integrated) and on the other, making it more creative (different). 4. Critically evaluate and propose which organizational model (Chandler, Greiner, and Mintzberg) would allow the Body Shop to avoid hierarchy and remain creative. 5. Decide on the most applicable management style (strategic planning, financial control, strategic control) that will allow the headquarters of the Body Shop to add value to its business units.

The most important contingencies in organisational design have changed over time. Previously, themost important contingencies were size, strategy, and environment. With the arrival of moreadvanced information and communication technologies, some say that technology is now the mostimportant contingency. What do you think is the most important contingency in organisationaldesign and why?

2. Distinguish between an organic organization and a mechanistic organization in terms of the four key building blocks of an organizational structure. Which organizational structure, organic Or mechanistic structure, is preferred in supporting cost-leadership strategy ? Explain your opinion.

These concepts below may look different but have complementary perspectives. Explain in detailthe concepts of: 1. Power 2. Politics 3. Domination and Authority 4. Decision Making Provide organizational examples from the workplace.

Using examples from Nokia organisation that you have worked for demonstrate the key drivers for change in each case. You must draw upon relevant theories, concepts, models, and appropriate organisational examples.   Writing guideline: To gain a pass, students should demonstrate a basic level of best practice academic theory and must draw upon relevant theory, concepts, and models. Key Drivers to Change: examine external factors using Porter’s 5 Forces

Organizational Management Styles in the Modern Era., discuss the characteristics of an excellent manager and how you might create your own management style. What tools would you employ? What kind of manager do you want to be? What type of management approach do you believe would be suitable for your industry, your place of employment, or yourself? What objectives would you have for the company and for yourself? How could you tell if your efforts are paying off?

Read the case and answer the questions below:   a) Using the dimensions of Organizational Culture, explain the present culture at Ritz- Carlton.                                                   b) (i) How do employees learn the culture?                                                                                                      (ii) How the employees at Ritz-Carlton learn the culture? Specify.

Identify the area of organisational change affected by the change being implemented; - strategic change Discuss both the advantages and disadvantages of this change. Identify the potential causes of the organisational and individual resistance to this change. Compare Lewin’s change model to Kotter Eight Step Process of successful change. Recommend the method of change management that you believe is most suited to overcoming the resistance to change in this organisation. Give reasons for your recommendation. Describe how best to incorporate your chosen method in this situation with regards to the situational factors that influence the strategic choices of managers when planning a change.

Graduates of the Organizational Leadership degree are expected to demonstrate the ability to develop strategies for personal, professional, and organizational success. Using specific terms related to concepts studies across the degree program, explain how you will implement the specific skills leaders must master to ensure personal, professional and organizational success (use complete sentences and terminology to demonstrate your understanding of the concepts and factors related to developing, implementing, and evaluating an effective strategy to achieve your career or other life goals).  Be concise and specific. This question will evaluate your senior-level understanding of strategic planning and all related elements of this conceptual leadership skill.