session_10_11-8-10_

session_10_11-8-10_ - MGMT 670 MGMT Session 10...

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MGMT 670 MGMT 670 Session : 10 Organizational Diagnosis for Change Congruence Model
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Organization Design & Organization Design & Change Change An organization often changes a part of its design: Formal structure: org chart, rules, policies, procedures, reward system, compensation, and other items ‘written’ Informal structure: culture (norms, values, beliefs) Strategy (add a new strategy or change its strategy) SWOT and TOWS are two models that may be used to help develop a new strategy Change is often a reaction to changes in the external environment As evidenced from the open systems model What are your competitors doing? The end result of change is to achieve organizational effectiveness and efficiency to yield higher profits, revenue, or better attain goals
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Organizational Change Organizational Change Defined Defined A planned alteration of organizational components to improve the effectiveness and or efficiency of the organization. Organizational components include: the mission and vision, strategy, goals, structure, processes or systems, technology, and people in the organization.
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What is Driving Organizational What is Driving Organizational Change? Change? Look at the external environment Competitors Technology changes/advancements Global competition Taste trends Regulations Legislation Economy Politics Demographic changes
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What aspects of the internal organization may need to change to meet changing demands from the external environment?
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Types of Changes Types of Changes Organizations May Take (internal) Organizations May Take (internal) Changes in mission/purpose Changes or redefinition of strategy Shifts in performance targets Alterations in organization culture, values, or beliefs Changes in structure or restructuring Technology changes Task redesigns Changing people All or some combination of above
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Organizational Diagnosis Organizational Diagnosis Example: SWOT and TOWS analyses Organizational Diagnosis attempts to identify the root causes of organizational performance problems. A diagnosis is more objective because it requires data or evidence vs. an opinion. Why an organization is unable to meet its goals (operative goals and official goals) and/or inefficient. If you can identify the root cause, then you can develop possible solutions or recommendations for CHANGE.
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Organization Design & Change Change Given what we have covered in organization design, we can begin to think about design deficiencies that may need to be changed Structure, strategy, goals, culture The problem: how do we go about identifying what needs to change? If an organization is not performing
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session_10_11-8-10_ - MGMT 670 MGMT Session 10...

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