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gm exxon ford ge ibm chrystler |
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exxon walmart gm chevron ford |
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social entity purpose boundaries activites structure |
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by adam smith advantage of the division of labor |
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classical human relations contingency |
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classical school principles of scientific mgmt |
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concerned with the big picture of org. had 14 univerasal principles |
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| Henri Foyal's 14 universal principles |
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division of work autority and resposibility disipline unity of command unity of direction esprit de corps |
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bureauracy rational form of organizaion 3 types of legitimate author. rational tradional charismatic |
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| what are the criticisms of the classical school |
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overemphasize division of labor see people as greedy robots |
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elton mayo chester barnard abraham masol douglas mcgregor intrinsic motovation |
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motivation not achieved by monetary incentives alone flow of autority from bottom up |
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| formal substructres within an org. |
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| stratey, goals, mgmt, operations, technology |
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| informal substructures of an organ. |
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| culture, politics, and leadership |
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not all org. will face same prob. one best way for EACH not for all |
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alteration of existing organ. strategy... to stay competitive or regain competitive advantage |
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incrimental strategic renewal |
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| expand into new products and services |
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| transformational strategic renewal |
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more fundamental change redefines customer expectations and industry dynamics |
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| a shift in the environment that precipitates a need for organizational change |
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| what are 4 types of trigger events |
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PEST Political Economic Social-Cultural Technoligical |
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| people closest to organiz. and have the strongest and most direct claim on organ. resources |
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people who do now own the organ, are not employed but have some intrest.... customers suppliers gov. trade union general public |
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| roles of the manager as a change agent |
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director navigator caretaker coach interpreter nurturer |
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what is the nature of change? |
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| change may be a constant however its not always going to be the same type of change |
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| managers as change agents consider.... |
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empowering employees sharing info appreciating differences |
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| when some one does a good job, promote them to a level of incompetence |
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| continue to provid people with what they need to suceed...keep people in the positions where they can suceed |
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| treat people as you would like to be treated |
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| do on to others as they would do unto themselves |
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| very fluid and changing model |
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fear change of routine threat change of social life old system just fine |
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| how do people respond to change? |
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with commitment by compliance through resistance |
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Blanchard's 7 Dynamics of Change |
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1.people feel awkward 2. focus on what we have to give up 3. feel alone 4.can handle only so much change at a time 5. different levels of readiness for change 6. concerned that not enough resources 7.natural tendency to revert to old ways |
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| Kubler-Ross Model of Change(Grieving) |
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Stage1. Disbelief & Denial Stage2. Anger and Resentment Stage 3. Bargaining Stage 4. Acceptance Stage 5. New Beginning |
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This is a blueprint for oganizatoinal change rather than stages... also a strategy for generating knowledge Dianosing the organisaiotn for gaps Determin the desired future implement action evaluate action institutionalize action |
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saying goodbye Shifting into neutral moving forward |
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planned ----first and second order changes and unplanned change------evolutionary and revolutionary change |
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henri fayol's functions of mgmt |
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| plan organize lead control |
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