Bài giảng Organizational Behavior - Chapter 17: Organizational Design, Effectiveness, and Innovation

Learning Objectives LO.1 Describe the four characteristics common to all organizations, and explain the difference between closed and open systems. LO.2 Define the term learning organization. LO.3 Review the factors that hinder an organization’s ability to learn from success and failure. LO.4 Describe seven basic ways organizations are structured. LO.5 Discuss Burns and Stalker’s findings regarding mechanistic and organic organizations.

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Organizational Design, Effectiveness, and InnovationChapter SeventeenLearning ObjectivesLO.1 Describe the four characteristics common to all organizations, and explain the difference between closed and open systems.LO.2 Define the term learning organization.LO.3 Review the factors that hinder an organization’s ability to learn from success and failure.LO.4 Describe seven basic ways organizations are structured.LO.5 Discuss Burns and Stalker’s findings regarding mechanistic and organic organizations.Learning Objectives (cont.)LO.6 Identify when each of the seven organization structures is the right fit.LO.7 Describe the four generic organizational effectiveness criteria.LO.8 Discuss the difference between innovation, invention, creativity, and integration.LO.9 Review the myths about innovation.LO.10 Explain the model of innovation.What is an Organization?Organization system of consciously coordinated activities or sources of two or more people.Organization ChartsOrganization chart a graphic representation of formal authority and division of labor relationshipsSample Organization Chart for a HospitalThe Organization as an Open SystemLearning OrganizationsLearning organizationone that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insightsTeam mental model represents team members’ shared, organized understanding and mental representation of knowledge about key elements of the team’s relevant environmentDesigns That Open Boundaries between OrganizationsHollow structure organization identifies core competencies and outsources noncore processes to vendors who can do them cheaper or fasterModular structureOutsources parts of a product instead of processes Designs That Open Boundaries between OrganizationsVirtual organization organization identifies partners with the needed talents and negotiates an agreement in which the participants typically work in separate facilities, linked by technologyMechanistic versus Organic OrganizationsMechanistic organizations Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication.Organic organizations Flexible networks of multitalented individuals who perform a variety of tasksDifferent Approaches to Decision MakingCentralized decision making key decisions are made by top managementDecentralized decision making important decisions are made by middle- and lower-level managersGetting the Right FitA functional structure can save money by grouping together people who need similar materials and equipmentDivisional structures increase employees’ focus on customers and productsFour Dimensions of Organizational EffectivenessOrganizational InnovationInnovation Creation of something new that is used by consumers.
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