ORGS2010_Midterm_Notes

ORGS2010_Midterm_Notes - W EEK 1 5 NOTES READINGS SLIDES W...

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WEEK 1-5 NOTES (READINGS + SLIDES) WEEK 1 - INTRO The organization has set of features shared by modern large scale organizations called bureaucracy (Max Weber note, very strategic design-y) o Features include: o 1. Clearly delineated positions and jobs with required qualifications o 2. Formal hierarchy of positions line of authority setting out power/limitations (“chain of command”) o 3. Formal rules and standard operating procedures o 4. Training, career paths, reward systems (aka advancement) Macro/Micro analysis o Macro organization and external organizational environment o Micro groups & teams and interpersonal relations o Organizations are complex systems and what happens on one level affects another Unanticipated consequences of changes! 3 lenses o Strategic design View of the organization: input-throughput-output system Key concepts: activities, interdependence, resources (esp. information) Key processes: grouping, linking, and aligning View of the environment: resource base (source of inputs), competitive market Role of the leader : “organizational architect”, strategist Stimuli for change : lack of internal alignment, lack of “fit” between organization & environment Obstacles to change : inadequate information (“they don’t get it”), inadequate analysis (“the case isn’t convincing”) o Political system View of the organization: an arena for conflict Key concepts: power & influence, interests Key processes: conflict, negotiation, coalition building, networking View of the environment: external stakeholders Role of the leader: forging coalitions, identifying and leveraging interests, negotiating Stimuli for change: shifts in dominant coalition, in power of stakeholders Obstacles to change : entrenched interests (“they won’t buy in because they stand to lose”) o Cultural perspective View of the organization: a social construct what we think it is Key concepts: identity, symbols, values, basic assumptions Key processes: meaning and interpretation, legitimating View of environment: social and cultural network Role of the leader: articulating vision, symbolizing the culture, understanding and leveraging the culture Stimuli for change: challenges to basic assumptions, contending interpretations Impediments to change : dominant culture, established mindsets (“they can’t see it”) Levels of analysis o Individual o Group o Organization Applications o Teams o Gender and Diversity
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o Incentives and Motivation o Change and CSR WEEK 2 STRATEGIC DESIGN Strategic design systems deliberately constructed to achieve certain strategic goals o Efficiency (accomplishing strategic goals with least resources)+ effectiveness (goals accomplished to standards) emphasized o Assumption: organization has a strategy for creating value ( value proposition/distinctive competitive advantage ) establishes what activities will lead to success o
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  • Fall '10
  • EleanorWestney
  • interests, strategic grouping

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