PowerPoint Presentation For Organization Theory Design Richa

Powerpoint Presentation Fororganization Theory Designrichard L Daft

PowerPoint Presentation for Organization Theory & Design Richard L. Daft Ann Armstrong Created for the Third Canadian Edition Chapter 10, Slide 1 Part 5 Managing Dynamic Processes Chapter 10 Innovation and Change Chapter 10, Slide 2 Chapter Snapshot Innovate or Perish: The strategic role of change Elements for successful change Technology change New products and Services Strategy and structure change Cultural change Strategies for implementing change 10- Chapter 10, Slide 3 The Strategic Role of Change 10- Chapter 10, Slide 4 The Strategic Role of Change – Cont’d Incremental versus Radical Change Incremental – Continual progression Radical – Transformation Strategic Types of Change Product and service changes Strategy and structure changes Culture changes Technology changes 10- Chapter 10, Slide 5 10- The Strategic Role of Change – Cont’d Chapter 10, Slide 6 Elements for Successful Change 10- Chapter 10, Slide 7 Technology Change Ambidextrous Approach To be both organic and mechanistic, managers implement an ambidextrous approach.

Structures and management processes that push innovation 10- Chapter 10, Slide 8 Technology Change – Cont’d 10- Chapter 10, Slide 9 Technology Change – Cont’d Techniques Switching Structures - Create an organic structure Separate Creative Departments - Department for innovation Venture Teams - A small company within the organization Corporate Entrepreneurship Promote entrepreneurial spirit 10- Chapter 10, Slide 10 New Products and Services Reasons for New Product Success Innovating companies understand customers. Innovating companies successfully use technology. Top management supports innovation. Horizontal Coordination Model Specialization Boundary spanning Horizontal coordination 10- Chapter 10, Slide 11 New Products and Services – Cont’d 10- Chapter 10, Slide 12 New Products and Services – Cont’d How Business Unwittingly Stifles New Ideas Roger Martin, dean, Rotman School of Management, at U of T discusses the conflict between the goals of validity and reliability and offers his perspective on finding the optimum balance 10- Chapter 10, Slide 13 Strategy and Structure Change The Dual-Core Approach Organizational Design for Implementing Administrative Change 10- Chapter 10, Slide 14 Culture Change Forces for Cultural Change Re-engineering and horizontal organizing Diversity Learning organization Example: WestJet sees itself as part of the hospitality industry, not the airline industry.

10- Chapter 10, Slide 16 Strategies for Implementing Change Leadership for Change Barriers to Change Excessive focus on costs Failure to perceive benefits Lack of coordination and cooperation Uncertainty avoidance Fear of loss 10- Chapter 10, Slide 17 Strategies for Implementing Change – Cont’d Overcoming Barriers Leadership for Change: 80 percent of successful innovative companies have top leaders who reinforce the value and importance of innovation. 10- Chapter 10, Slide 18 Strategies for Implementing Change – Cont’d Kotter’s Seven Steps to Implementing Change Establish a sense of urgency for change. Establish a coalition to guide the change. Create a vision and strategy for change. Find an idea that fits the need.

Develop plans to overcome resistance to change. Create change team. Foster idea champions. 10- Chapter 10, Slide 20 Chapter Summary Change, not stability, is the challenge for managers. Careful diagnosis is required for effective change.

There are four types of change. Organic structures foster innovation. A top-down approach is best for change and strategy. Top managers must foster culture change. The implementation of change can be difficult.

10- Chapter 10, Slide 21 Strategy and Structure Change – Cont’d 10- Chapter 10, Slide 15 PowerPoint Presentation for Organization Theory & Design Richard L. Daft Ann Armstrong Created for the Third Canadian Edition Chapter 11, Slide 1 Part 5 Managing Dynamic Processes Chapter 11 Decision-Making Processes Chapter 11, Slide 2 Chapter Snapshot Individual decision making Organizational decision making The learning organization Contingency decision-making framework Special decision circumstances 11- Chapter 11, Slide 3 Organizational Decision Making Organizational decision making is the process of identifying and solving problems. Problem Identification Stage Problem Solution Stage Programmed Decisions Repetitive and well defined Nonprogrammed Decisions Novel and poorly defined 11- Chapter 11, Slide 6 Individual Decision Making Rational Approach Systematic analysis Step-by-step sequence 11- Bounded Rationality Perspective Rational approach not always realistic Constraints and trade-offs Intuition Chapter 11, Slide 4 Individual Decision Making Rational Approach Systematic analysis Step-by-step sequence 11- Bounded Rationality Perspective Rational approach not always realistic Constraints and trade-offs Intuition Chapter 11, Slide 4 Rational Choice Decision-Making Process 2.

Choose the best decision process % 16.666 16.666 16.666 16.666 16.666 16.666 Bounded Rationality Perspective 11- Chapter 11, Slide 5 Organizational Decision Making Management Science Approach Use of statistics to identify relevant variables Removed human element Very successful for military problems Good tool for decisions where variables can be identified and measured A drawback of management science is that quantitative data are not rich and lack tacit knowledge. 11- Chapter 11, Slide 7 11- Carnegie Model It based on the work of Richard Cyert, James March and Herbert Simon – Carnegie-Mellon University. Research indicated that organization-level decisions involved many managers and that a final choice was based on a coalition among those managers.

Chapter 11, Slide 8 11- Carnegie Model Reasons for Management Coalitions: Organizational goals are often ambiguous and inconsistent. Individual managers intend to be rational but function with human cognitive limitations. Coalition -> alliance among several managers who agree about organizational goals and problem priorities. Chapter 11, Slide 8 11- Carnegie Model Chapter 11, Slide 8 Incremental Decision Process Model 11- It places less emphasis on the political and social factors. It tells more about the structured sequence of activities undertaken from the discovery of a problem to its solution.

Major organizational choices are usually a series of small choices that combine to produce the major decision. Chapter 11, Slide 9 Contingency Decision-Making Framework 11- The use of an approach is contingent on the organization setting. Technical Knowledge about Solutions Problem Consensus Chapter 11, Slide 13 Contingency Decision-Making Framework 11- Chapter 11, Slide 13 Chapter Summary Most decisions are not made in a logical manner. Individuals make decisions, but organizational decisions are not made by a single individual. Non-rational processes such as escalating commitment are quite common.

Conflict exists when problems are not agreed upon. The garbage can model has become a description of decision making. Organizations operate in high-velocity environments. Allowing biases to cloud decision making can have negative consequences. 11- Chapter 11, Slide 15 The Learning Organization Combining the Incremental Process and Carnegie Models 11- Chapter 11, Slide 9 PowerPoint Presentation for Organization Theory & Design Richard L.

Daft Ann Armstrong Created for the Third Canadian Edition Part 5 Managing Dynamic Processes Chapter 9 Organizational Culture and Ethical Values à˜Organizational culture à˜Organizational design and culture à˜Organizational culture, learning, and performance à˜Ethical values and social responsibility à˜Sources of ethical values in organizations à˜How leaders shape culture and ethics à˜Organizational culture and ethics in a global environment • What Is Culture? o Values, norms, beliefs, unwritten guidelines • Emergence and Purpose of Culture o Internal integration o External adaptation • Interpreting Culture o Rites and ceremonies, stories, symbols, language • A Culture of Discipline 1. Level 5 leadership 2.

Right values 3. Right people in the right jobs 4. Knowing where to go • Culture Strength and Organizational Subcultures o Strong cultures o Non-uniform cultures throughout • Culture is important to learning and innovation during challenging times. • Strong adaptive cultures often incorporate the following values: 1. The whole is more important than the parts. 2.

Equality and trust are primary values. 3. The culture encourages risk taking, change, and improvement. • Sources of Individual Ethical Principles • Tough ethical challenges • Countries have varied attitudes and beliefs. • Components that characterize a global culture o Multicultural rather than national values o Basing status on merit rather than nationality ༠Cultural and ethical values contribute to success. ༠Culture is the key values, beliefs, and norms shared by members of an organization. ༠Organizational culture reinforces strategy and structure. ༠Strong cultures can be adaptive or nonadaptive. ༠Managerial ethics is a critical issue for organizations. ༠Leaders can shape culture and ethics. ༠The global environment present new ethical challenges. ༠Social audits are important tools for companies. ༠Explain with your own words what it looks like Google’s culture. Please, link your answer with concepts your learned in class.

Paper For Above instruction

Google's organizational culture exemplifies a dynamic, innovative, and adaptive environment that aligns closely with contemporary theories of organizational culture and leadership. Rooted in principles of openness, transparency, and continuous learning, Google's culture encourages experimentation, risk-taking, and a strong commitment to innovation. This aligns with Daft’s emphasis on a culture of discipline and values that promote risk-taking and change, vital during turbulent times or technological shifts. Google's innovative environment fosters internal integration through rituals like hackathons and open forums and external adaptation through its flexible, flat hierarchy that emphasizes collaboration across diverse teams.

From a theoretical perspective, Google's emphasis on innovation corresponds with the concept of a strong, adaptive culture described by Daft. The organization’s focus on employee empowerment and trust resonates with the values of equality and trust highlighted as primary values in strong, adaptive cultures. Google’s openness is reflected in its use of symbols (e.g., the Google Doodles), language (collaborative communication), and stories of innovation successes that reinforce its core values.

Leadership plays a critical role in shaping Google's culture. Leaders exemplify Level 5 leadership qualities discussed by Daft, such as humility and a fierce resolve for innovation. Google’s top executives actively promote ethical standards that foster trust, transparency, and social responsibility, demonstrating the importance of managerial ethics in reinforcing organizational culture. The company’s emphasis on diversity and inclusion elements highlights a global perspective that recognizes varied cultural and ethical values, which are crucial in a worldwide digital environment.

Moreover, Google's global culture overcomes national boundaries by emphasizing meritocracy—basing status and rewards on performance rather than nationality—which aligns with Daft's discussion of multicultural values and social audits as tools for fostering ethical, effective global operations. This merit-based approach also supports organizational goals related to learning, adaptation, and continuous improvement, essential during rapid technological change and market competition.

In conclusion, Google's culture illustrates the integration of core organizational culture principles with leadership practices and ethical standards. Its emphasis on innovation, openness, diversity, and continuous learning exemplifies a strong, adaptive culture capable of sustaining success in a complex global environment, in line with Daft’s frameworks on organizational culture and ethics.

References

• Daft, R. L. (2021). Organization Theory & Design (13th ed.). Cengage Learning.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Stata, R. (1989). Organizational Culture and Performance: Measurement Issues. Social Science Information, 28(4), 645-668.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage.
• Martin, R. L. (2009). The Design of Business: Why Design Thinking is the Next Competitive Advantage. Harvard Business Press.
• Schneider, B., & Barbera, K. (2014). The Oxford Handbook of Organizational Climate and Culture. Oxford University Press.
• Hartog, D. N., & Koopman, P. L. (2001). Leadership and Team Performance: A Review. Journal of Organizational Behavior, 22(5), 559-573.
• Choi, S. L., & Simons, T. (2015). Corporate Culture and Social Responsibility in the Global Business Environment. Journal of Business Ethics, 127, 659-667.