LDR 531 Study Guide Wk

Week Five Study Guide: Opportunities for Strategic Change

Readings and Key Terms

Ch. 15 of Organizational Behavior

Organization structure
Bureaucracy
Matrix
Virtual
Boundaryless
Mechanistic
Organic
Behavioral implications

Ch. 16 of Organizational Behavior

Organizational culture
Factors
Transmission
Ethical
Positive
Spiritual
National

Ch. 18 of Organizational Behavior

Change
Planned
Unplanned
Resistance
Managing change
Culture
Stress

Ch. 4 of Leadership in Organizations

Change
Stages
Diagnosis
Resistance
Vision
Implementation

Ch. 3 of The Strategy Process

Formulating strategy
Choice
Opportunities
Evaluation

Ch. 4 of The Strategy Process

Strategy analysis
Decisions
SWOT
Rules
List
Positioning

Content Overview

Organizational structure – determines how the jobs are coordinated

Refer to Exhibit 15-1 in Ch. 15 of Organizational Behavior:

Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization

Simple structure – flat organization with only very few levels in the hierarchy
Bureaucracy – uses formal rules and regulations, jobs are grouped by specialties, and the control comes from the top from one person or just a few
Matrix – employees report to more than one manager, one oversees their function, and one oversees their product
Virtual – outsources most of the work by using freelancers, contract workers, and so forth
Boundaryless – empowers teams instead of using traditional managers; employees from all levels of the company participate in decision making
Mechanistic and organic approaches to organizational structure – Review Exhibit 15-8 in Ch. 15 of Organizational Behavior
Difference in structures – organizational strategy, organizational size, technology, and environment
Preferences vary when it comes to organizational structure. Some thrive in bureaucracies, for example, while others prefer a matrix or