Session 05 - Org Structures Part 1 Fall 2009

Session 05 - Org Structures Part 1 Fall 2009 - IOE 421 Work...

Info iconThis preview shows pages 1–13. Sign up to view the full content.

View Full Document Right Arrow Icon
IOE 421 Work Organizations IOE 421 Work Organizations Session 05 – Organizational Structures (Part 1) September 23, 2009
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Turn in Case Write-up 01 Complete Lecture 04: Quinn’s Competing Values Framework Sample Issues In Organizational Design Lecture 05: An Introduction to Organizational Structures Next Class Assignments Material to be Covered Today
Background image of page 2
IOE 421 Work Organizations Step 5: Assess Effectiveness Quinn’s Competing Values Framework Organization Focus : Internal or External Organization Structure : Flexible or Control (stable) Human Relations Emphasis Primary Goal: Human Resource Development Subgoals: Cohesion, Morale, Training Internal Process Emphasis Primary Goal: Stability, Equilibrium Subgoals: Information Management, Communication Rational Goal Emphasis Primary Goal: Productivity, Efficiency, Profit Subgoals: Planning, Goal Setting Open Systems Emphasis Primary Goal: Growth, Resource Acquisition Subgoals: Flexibility, Readiness, External Evaluation Flexibility Control Internal External STRUCTURE F O C U S
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Step 5: Assess Effectiveness
Background image of page 4
IOE 421 Work Organizations Step 5: Example Bureaucracy
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Step 5: Example Technology Startup
Background image of page 6
IOE 421 Work Organizations Step 5: Assess Effectiveness
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Step 5: Example Bureaucracy
Background image of page 8
IOE 421 Work Organizations Step 5: Example Technology Startup
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Fit Issues How are individual needs met by the organizational arrangements? Do individuals hold clear or distorted perceptions of organizational structures? Is there a convergence of individual and organizational goals? Individual / Formal Organization Individual / Informal organization Individual / Task How are individual needs met by the tasks? Do individuals have the skills and abilities to meet task demands? How are individual needs met by the informal organization? How does the informal organization make use of individual resources consistent with informal goals? Sample Issues In Organizational Design
Background image of page 10
IOE 421 Work Organizations Issues Are organizational arrangements adequate to meet the demands of the task? Do organizational arrangements motivate behavior that’s consistent with task demands? Task / Formal Organization Formal / Informal Organizations Task / Informal Organization Does the informal organization structure facilitate task performance or not? Does it hinder or help meet the demands of the task? Are the goals, rewards, and structures of the informal organization consistent with those of the formal organization? Fit Sample Issues In Organizational Design
Background image of page 11

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
IOE 421 Work Organizations Overall Organizational Design Principles Organization exists for a purpose Strategic intent includes competitive advantage and core competence Strategies may include many techniques Models available to aid in development of strategy Organizational effectiveness must be assessed Contingency Theory applies - No single approach is suitable or correct for every organization 0
Background image of page 12
Image of page 13
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/05/2010 for the course IOE 421 taught by Professor Santer during the Spring '10 term at University of Michigan.

Page1 / 35

Session 05 - Org Structures Part 1 Fall 2009 - IOE 421 Work...

This preview shows document pages 1 - 13. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online