...to market its product effectively. When changes occur, they happen too quickly for its organizational processes to meet them. As a result, opportunities are quickly lost, problem situations take over rapidly, and before the company can respond appropriately, it has lost customers, opportunities, and market share. Although that company likely has more than enough talent within its walls to offset all of those disasters, the talent is never put to use, because employees are constrained to operate within the confines of their job descriptions, where only the prescribed talents can be put to good use. The answer to this dilemma lies in boundaryless organizations. The boundaryless organization does not operate according to volumes of planning documents, job descriptions, or tradition, instead it regroups and innovates. The boundaryless organization has developed primarily due to the widespread dissemination of information and the presence of information technology. But if you have great innovative companies such as Newskool Grooves that is always ready and ahead of the game, with a little guidance, the company can make it through. The company has to always be alert of impacts of every decision made....
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...Discussion on organizational structure Chapter 11 discusses a great deal on the various organization structures along with their advantages and disadvantages. It was interesting to read the subtle differences between the various organizational structures (specially the matrix Vs functional organizational structures) and relate to it my work life. Chapter 11 talks about the following traditional structures Simple organization structure: “Structure in which there is an owner and a few employees and where the arrangement of tasks, responsibilities, and communication is highly informal and accomplished through direct supervision” Pearce, J. A. & Robinson, R. B. (2013). Functional organization structure: “Structure in which the tasks, people, and technologies necessary to do the work of the business are divided into separate “functional” groups (e.g., marketing, operations, finance) with increasingly formal procedures for coordinating and integrating their activities to provide the business’s products and services” Pearce, J. A. & Robinson, R. B. (2013). According to Pearce, J. A. & Robinson, R. B. (2013). , “A divisional organizational structure is one in which a set of relatively autonomous units, or divisions, are governed by a central corporate office but where each operating division has its own functional specialists who provide products or services different from those of other divisions.” “The matrix organizational structure is one in which functional...
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...Effective Communication Organizations that allow employees to work together without hierarchy and bureaucratic restrictions are known as boundaryless organizations. “These organizations are able to operate departments with the conception of the focus in the boundaryless form is on talent for task (Lombardi, Schermerhorn, & Kramer, 2007, p. 64).” These forms of boundaryless organizations are found within business strategic planning rather than health care strategic planning. On the other hand, more health care organizations are adopting boundaryless strategic planning due to the open communication processes needed for internal and external networking. Open communication is one of the most critical systems in a health care organization. Everyone should be able to interact together in open communication ranging from departmental meetings to one on one interaction. Formal communication systems are staff meetings and roundtable discussions. “These formal communication systems should be completed biweekly or monthly and should discuss department objectives, recent events, and organizational information (Lombardi, Schermerhorn, & Kramer, 2007, p. 97).” Non formal communication systems are one on one communication or simply walking around the department and speaking directly with employees. Agendas should be used when completing a staff meeting so topics are discussed thoroughly and participants are able to prepare appropriately. “In addition, agendas should be sent out timely...
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...communication is important. Poor interdepartmental communication can cost the organization, therefore it is important to improve communication across all departments. According to Towers Watson “companies with high effectiveness in change management and communications are three and a half times more likely to significantly outperform their industry peers than firms that are not effective in these areas” (Watson, 2013). Improving interdepartmental communication can be difficult, it is isn’t like a software where the software does the job. But it you are relying on your employees to communicate to one another. Everyone is different and from different backgrounds, communication...
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...Effective Communication Organizations that allow employees to work together without hierarchy and bureaucratic restrictions are known as boundaryless organizations. “These organizations are able to operate departments with the conception of the focus in the boundaryless form is on talent for task (Lombardi, Schermerhorn, & Kramer, 2007, p. 64).” These forms of boundaryless organizations are found within business strategic planning rather than health care strategic planning. On the other hand, more health care organizations are adopting boundaryless strategic planning due to the open communication processes needed for internal and external networking. Open communication is one of the most critical systems in a health care organization. Everyone should be able to interact together in open communication ranging from departmental meetings to one on one interaction. Formal communication systems are staff meetings and roundtable discussions. “These formal communication systems should be completed biweekly or monthly and should discuss department objectives, recent events, and organizational information (Lombardi, Schermerhorn, & Kramer, 2007, p. 97).” Non formal communication systems are one on one communication or simply walking around the department and speaking directly with employees. Agendas should be used when completing a staff meeting so topics are discussed thoroughly and participants are able to prepare appropriately. “In addition, agendas should be sent out timely for...
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...every health organization to ensure the best possible care for the patients because ensures that patients receive the proper care and helps to keep costly mishaps from happening. Effective communication starts within the organization and works outward to other functions and is fundamentally based on shared knowledge. Knowledge is an extraordinary blend of judgment, insight, intuition, and inspiration created through on-going learning and reflection on practice (De Cagna, 2001). To understand how an organization shares knowledge, this paper will review what techniques are the most effective and ineffective, how these techniques are applied in a healthcare work environment, and how this process is impacted by technology. Most Effective Techniques for Sharing Knowledge Communication is one of the most important aspects in a healthcare organization and learning the most effective techniques for sharing knowledge will help ensure the success of the organization. One effective technique for sharing information and knowledge is for the healthcare organization to have an organization structure. The organization structure is the system of tasks, workflow, reporting relationships, and communication channels that link the diverse parts of an organization (Lombardi & Schermerhorn, 2007). An organization structure is important because it allows groups to share knowledge with each other and through other functions of the organization. For example, a healthcare organization that uses a functional...
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...Prevention is “Health Protection…Health Equity”. Their core values includes: accountability, respect, and integrity. The Centers for Disease Control and Prevention - a large federal department that employs mass number of employees coming from various regions of the United States, believes that the very reason why a great deal of attention is given to changes is that changes can affect each individual in the organization, the organization and the environment as a whole if not properly addressed. According to the department secretary, once change is inevitable in an organization, all the rules, the culture, the policies, and the programs that have been built over time would be disrupted and could create imbalances leading to conflicts. The necessity to understand change, and the privilege of being able to quantify the system and the human factors that is affected by change, would prove useful in maintaining focus of the organization’s goal and visions. Simply put, when changes in an organization are pursued, two categories changes, the individual and that of the organization. In brief, to...
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...plays a large role in how things will get accomplished by employees within the structure. “The process of design must be complementary with the objectives. This means the design and implementation process is critical.” (Smith, n.d.) If you want flexibility, responsibility, etc. then these elements must be involved in the design of the organization’s structure. “We do not get participative highly effective organizations by fiat.” (Smith, n.d.) There are many positive and negative effects that a structure can have depending on how it is implemented in an organization. “Task and organization design has to be oriented toward improving both the technical and the human components of the organization. The process of design must address the need for variation and meaning in work. It has to take into account the needs for continuous learning, involvement in decision-making, help and support between colleagues, and meaningful relationship between work and outside society, a desirable future.” (Smith, n.d.) The key to any changes and flexibility within the structure of an organization requires constant training of employees in order to maintain relevant skill sets. Everyone from management to employees have to be adaptive to any and all changes required by the shifting dynamics of the work environment. To be completely successful, it starts with management modeling the behavior that they wish their employees...
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...Introduction Gerd finger founder and CEO of NEwskool Grooves , Gerd was facing some management challenges in so many different direction and asked for our advice on how to keep his organization successful. The main areas addressed would include organizational structure and boundary less organizations, organizational culture, human resources and organizational socialization. Boundary less organization is organizations that seek to eliminate the chain of command, have limitless span of control, and replace departments with empowered teams. Since this organization is a boundary less organization it is characterized by communicating mainly through email, phone and other virtual methods rather than more traditional face- to- face communication, the freedom to telecommunicate with international employees removes geographical barriers to productivity and allows for schedule flexibility. their might also some disadvantages, that is the message often gets complicated while reaching the low level stuffs, frequently the message gets overloaded and, as a result , loses to accuracy sometimes, lack of openness and trust between managers and employees causes the message to get altered . Newskoll Grooves has taken on a modern from of organizational structure and thus managing it in a traditional sense might not be in Gerd interest but changing old practices and creating new practice based on organizational theories and proven research would serve his best interest . our report...
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... Designing organizational structure involves the process of organizing (the second management function) and plays an important role in the success of a company. 2. DEFINING ORGANIZATIONAL STRUCTURE Managers need to establish structural designs that will best support and allow employees to do their work effectively and efficiently. A. Several important terms must be defined in order to understand the elements of organizational structure and design: 1. Organizing is arranging and structuring work to accomplish the organization’s goals. This process has several purposes, as shown in Exhibit 10-1 and PowerPoint slide 10-6. 2. Organizational structure is the formal arrangement of jobs within an organization. 3. Organizational design is developing or changing an organization’s structure. This process involves decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization/ decentralization, and formalization. Chapter Ten examines each of these structural elements. B. Work specialization is dividing work activities into separate job tasks. Most of today’s managers regard work specialization as an important organizing mechanism, but not as a source of ever-increasing productivity. C. When work tasks have been defined, they must be arranged in order to accomplish organizational goals. This process, known as departmentalization, is the basis by which jobs...
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...CH 13 What is Organizational Structure? -Organizational structure: how job tasks are formally divided, grouped, and coordinated. -The structure can represent a tall pyramid, or it can be relatively flat. The structure determines the reporting relationships of people. Flat organization 에서는, 내 위에 있는 사람에게 문제를 알리기 쉽다. 하지만, pyramid structure 에서는, 내 위에 사람에게 말하고, 그 사람이 또 그 위에 사람에게 말하고.. 계속 이렇게 되다 보면, 전해야 하는 내용이 바뀔 수 있는 단점이 있다. -There are six key elements that managers need to address (다루다) when they design their organization’s structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. -Organizations do change their structure from time to time, which is known as restructuring. -Despite the profound impact restructuring has on employees, managers realize that in a dynamic and changing environment, inflexible organizations end up as bankruptcy (파산) statistics. Work Specialization -Work specialization (division of labour): the degree to which tasks in the organization are subdivided (다시 (적게) 나누다) into separate jobs. - The essence of work specialization is that, rather than an entire job being completed by one individual, it’s broken down into a number of steps, with each step being completed by a separate individual. Individuals specialize in doing part of an activity rather than entire activity. -Employee skills at performing a task improve through repetition. It is easier and less costly...
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...GE Case Strategic Solution The inherited Problems When Jack Welch inherited the company in 1981, the economic conditions were really tough. The US economy had slid into a recession, the interest rates were high and strength of the dollar made the problems even worse. At that GE was a huge conglomerate of various companies with 43 strategic divisions and 190 departments. Transformational Change Jack wanted a leaner structure and therefore set a very clear agenda for the company. His philosophy was if the business division was not either number 1 or 2 in the market then it should be sold. Therefore his philosophy of fix, close and sell pervaded the entire organization and eventually led to selling of over 200 divisions between 1981 and 1990. Although these divisions comprised on 25% sales of the parent company, however their relative non-performance in the market led to their selling. The company was able to free$11 billion capital and invested double the amount in making profitable acquisitions. The company bought Westinghouse Lighthouse, Employer’s reinsurance etc. In an effort to make the company leaner, Welch reduced the strategic planning staff to half, abolished the strategic planning system staff and the corporate planning staff. Welch also introduced an external market based performance approach as approach to a more lax internal performance approach. The sales, margins were now compared with the competition. The delayering of the organizational structure...
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...PGDM Academic Year 2013-2014 Term _I__ Course: Organizational Behavior Credit: 01 Instructor: Dr. Vandana Pareek E-mail: Vandana.pareek@accurate.in Course Outline Introduction: Understanding and managing people’s behavior in the work organizations are quite challenging for managers because of the complexities involved in this process. These complexities can be simplified by applying the information from the field of study in management, known as Organizational Behavior (OB). Course Objective: To understand the challenges lying before the managers in managing human behavior in organizations and how knowledge of organizational behavior helps managers to meet these challenges effectively. Text Book: Robbins S., Judge, T.A. & Vohra, N. (2012). Organizational Behavior, Perarson, New Delhi. Reference Books: 1. Luthans F, Organizational Behavior 2. Moorhead & Griffin, Managing People & Organizations 3. Prasad L M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities...
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...Effective Communication Paper Thomas, Amber Effective Communication Paper Through the years effective communication has attributed to excellent strategies created for sharing needed information and ideas in Healthcare Organizations. Two types of organizational structures used in managerial communications. Tools used to support creative problem solving. How internal and external factors impact an organizational structure. What techniques are ineffective? How might these techniques be applied or modified in a healthcare work environment? How can technology impact this process? I will discuss in the following paragraph, my answers to the topics I have researched in my readings The two types of organizational structures used in managerial communication are formal and informal. Formal organization structures are mostly used in larger health care organization. Informal organizational structures mostly used in smaller health care organizations. Formal organizational structures are defined by a division of work, who report to whom, lines of communications with formal channels, and designated levels of management. Informal organizational structures are unofficial. The function of these structures is to influence relationships among organizational members, regardless of their formal titles. This includes members having meeting for coffee, cliques, and other possibilities. With this structure the lines of management are cut across laterally...
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...you think planning in today’s organizations compares to planning twenty-five years ago? Do you think planning becomes more important or less important in a world where everything is changing fast and crises are a regular part of organizational life? Why? The planning process is not very different however the steps involved have likely increased from twenty-five years ago. Problems that occur in today’s organizations are much more complex and require complex solutions and complex risk assessments. This is evident in the increased number of departments needed within an organization to handle the vast amount of work such as marketing, procurement, legal and E-business departments. Planning is much more important in a world that is constantly changing and crises are a regular occurrence. It is imperative that organizations select managers that are as diverse as the departments within the company. In a fast paced, changing world there are so many more levels of uncertainty and planning is a huge factor in the success of a business. “Frequent changes require more information processing to achieve horizontal coordination.” (Daft, 2010, p. 153) •Ch. 4: Is changing the organization's domain a feasible strategy for coping with a threatening environment? Can you think of an organization in the recent news that has changed its domain? Explain. Changing an organization’s domain is probably not the best idea. This is especially true for an organization that operates in a complex environment...
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