Washington University Of Virginia Bus 510e And 510ea Organiz

Washington University Of Virginia Bus 510e And 510ea Organization The

Washington University of Virginia BUS 510E and 510EA ORGANIZATION THEORY FINAL EXAMINATION (Take-Home Examination) Questions 1 (Information Technology): Today, all the various computer-based systems have begun to merge into an overall IT system that add strategic value by enabling close coordination internally and externally. (a) Explain IT applications for increasing internal coordination and efficiency. (b) Explain IT application for strengthening coordination with external parties. (c) Advanced IT is having a significant impact on organization design, and some experts suggest that it will eventually replace traditional hierarchy as a primary means of coordination and control. Explain. (20%) Questions 2 (Decision-Making Processes): Many organizational decisions involve several managers, while problem identification and problem solution involve many departments, multiple view-points, and other organizations, which are beyond the scope of an individual manager. There are four primary types of organizational decision models. (a) Explain the management science model, Carnegie model, and incremental decision model. (b) The Garbage Can Model deals with the pattern of multiple decisions. Compare this model with three other models in (a). (20%) Questions 3 (Conflict, Power, and Politics): Intergroup conflict requires three ingredients: group identification, observable group differences, and frustration. (a) Explain organizational characteristics generating conflict as sources of intergroup conflict. (b) When conflict is low, a manager can use the rational model of organization; when conflict is high, the political model describes the way organizations operate. Explain. (c) Managers consciously apply a variety of techniques to overcome conflict between departments or groups in the organization. Introduce tactics for enhancing collaboration. (20%) Questions 4 (General Application of Organization Theory): After getting MBA degree from WUV, you are going to start a new small business with your own money of One Hundred Million US Dollars (US$100,000,000) in cash. How would you apply Organization Theories for your new business? You may consider following factors: interactions with environment, goals and values, organizational structure, organizational behavior, human resources, finance, information technology, command-control-coordination, and others. (40%) (End of the Exam Questions)

Paper For Above instruction

The integration of information technology (IT) within organizations has transformed how companies operate internally and coordinate externally, ultimately shaping organizational structures and strategies. This essay explores the strategic applications of IT for enhancing internal efficiency, external collaboration, and organizational design, alongside decision-making processes, conflict management, and the application of organization theories in establishing a new business venture.

IT Applications for Increasing Internal Coordination and Efficiency

Internal coordination within organizations is fundamental for operational efficiency, resource allocation, and achieving strategic objectives. IT applications facilitate this by enabling seamless communication channels, real-time data sharing, and automation of routine processes. Enterprise Resource Planning (ERP) systems consolidate disparate functions such as finance, human resources, and supply chain management into unified platforms, thereby streamlining workflows and reducing redundancies. For instance, SAP and Oracle ERP systems allow different departments to access common data, ensuring accuracy and promptness in decision-making (Davenport, 2018). Additionally, collaboration tools like Microsoft Teams, Slack, and intranet portals foster instant communication and knowledge sharing among employees, promoting quicker problem resolution and innovation (Kane et al., 2019). Process automation tools such as Robotic Process Automation (RPA) further enhance efficiency by delegating repetitive tasks, minimizing human error, and freeing staff to focus on strategic activities (Willcocks et al., 2020). Consequently, these IT applications significantly contribute to improved internal coordination, operational excellence, and cost savings.

IT Applications for Strengthening External Coordination

Externally, organizations leverage IT to build stronger relationships with stakeholders including suppliers, customers, and partners. Customer Relationship Management (CRM) systems, like Salesforce or HubSpot, enable firms to tailor interactions, anticipate customer needs, and deliver personalized services, thereby enhancing customer satisfaction and loyalty (Buttle & Bok, 2017). Supply chain management systems facilitate transparency and real-time communication across suppliers and logistics providers, reducing lead times and mitigating disruptions (Christopher, 2016). E-procurement platforms automate purchasing processes and foster collaboration with vendors, ensuring timely procurement and cost efficiency. Moreover, social media platforms and digital marketing tools extend the reach and engagement with external publics, providing valuable feedback and market insights (Kaplan & Haenlein, 2010). These IT-enabled mechanisms allow organizations to coordinate external activities more effectively, adapt swiftly to market changes, and strengthen competitive advantage.

Impact of Advanced IT on Organization Design

Emerging IT innovations, such as cloud computing, artificial intelligence (AI), and big data analytics, are profoundly impacting traditional organizational hierarchies and coordination mechanisms. Advanced IT enables flatter structures by decentralizing decision-making and empowering frontline employees with real-time data and decision authority (Brynjolfsson & McAfee, 2014). For example, AI-driven decision support systems can analyze vast data sets rapidly, supporting strategic choices without requiring hierarchical approvals. This technological shift fosters more agile and responsive organizations, reducing layers of management and promoting autonomous teams (Davis & Olson, 2019). Experts contend that as IT continues to evolve, it may replace rigid hierarchical structures with networked and decentralized models, emphasizing collaboration, flexibility, and rapid adaptation to environmental changes. Nonetheless, traditional hierarchy will probably coexist with these new forms during transitional phases.

Decision-Making Models in Organizations

Organizational decision-making often involves multiple managers and diverse stakeholders, leading to different decision models. The management science model emphasizes quantitative methods and mathematical optimization to solve complex problems systematically, typically used in operations research and logistics (Taha, 2014). The Carnegie model adopts a political approach, recognizing that decisions result from bargaining among stakeholders with differing interests, often leading to incremental adjustments rather than comprehensive solutions (Cyert & March, 1963). The incremental decision model, also known as "muddling through," suggests that organizations make small, manageable decisions over time rather than radical changes, reducing risk and resistance (Lindblom, 1959). The Garbage Can Model diverges from these by portraying decision-making as a chaos of choices, problems, and solutions that come together randomly, especially in ambiguous or unstable environments (Cohen, March, & Olsen, 1972). While the management science and Carnegie models emphasize rationality and bargaining, respectively, the Garbage Can Model acknowledges the unpredictable nature of organizational decisions.

Comparison of Decision Models

The Garbage Can Model contrasts sharply with the management science, Carnegie, and incremental decision models. Unlike the management science approach, which relies on structured analytical methods, the Garbage Can Model embraces chaos, where decisions are made through a confluence of unrelated streams of problems and solutions. Similarly, whereas the Carnegie model emphasizes political bargaining, the Garbage Can perspective suggests a more fragmented and opportunistic process without clear stakeholder dominance. The incremental model advocates gradual change, aligning with routine decision-making, while the Garbage Can Model often applies in situations of crisis or ambiguity, where decisions appear haphazard. Therefore, the Garbage Can Model is more descriptive of organizational decision-making under uncertainty, whereas the others are normative or prescriptive models of rational or incremental processes.

Organizational Conflict, Power, and Politics

Organizational conflict arises from characteristics such as competition for scarce resources, differing goals, role ambiguity, and cultural differences. When groups identify strongly with their identity, observable differences become sources of tension—like конкуренции, value clashes, or conflicting priorities—leading to intergroup conflict (Pruitt & Kim, 2004). Frustration occurs when groups perceive unfairness or obstacles in resource or information sharing, escalating disputes (Thibaut & Kelley, 1959). When conflict levels are low, organizations can effectively apply the rational model, emphasizing logical analysis, clear roles, and structured authority to resolve issues. Conversely, high conflict environments often demand a political approach, where power dynamics, bargaining, and negotiation influence decision-making and conflict resolution (Pfeffer, 1981). Managers employ tactics such as negotiation, mediation, team-building, and conflict resolution training to foster collaboration and reduce intergroup hostility. Conflict management strategies include establishing common goals, promoting open communication, and building trust to enhance intergroup cooperation (Rahim, 2017).

Applying Organization Theories in a New Business

Launching a new business with substantial capital requires employing organizational theories to establish a resilient, adaptable, and efficient structure. Considering interactions with the environment, the firm should adopt a contingency approach, aligning its structure and strategies with external market demands and technological advances (Donaldson, 2001). Setting clear goals and values—such as innovation, customer focus, and sustainability—guides organizational behavior and culture. Implementing a flexible organizational structure, perhaps decentralized, fosters responsiveness and innovation, supported by modern information technology systems that enable real-time decision-making and collaboration (Daft, 2015). Human resources management should emphasize strategic recruitment, training, and motivation aligned with organizational goals (Armstrong, 2020). Financial management can leverage data analytics for predictive insights, risk assessment, and investment planning, ensuring capital is efficiently allocated. Command-control mechanisms should be balanced with participative decision-making, promoting employee engagement and accountability. Overall, applying classical and contemporary organization theories facilitates creating a scalable, resilient organization capable of adapting to environmental shifts and technological changes (Barnard, 1938; Mintzberg, 1979).

Conclusion

The integration of IT applications significantly enhances internal coordination and external collaboration, transforming traditional organizational hierarchies into more agile and networked structures. Various decision models—rational, political, incremental, and chaotic—offer frameworks to understand complex organizational choices in dynamic environments. Conflict management and understanding power dynamics are crucial for fostering collaboration and organizational health. In establishing a new business, leveraging organization theories—ranging from classical principles to modern contingency and network approaches—helps design an effective, adaptable, and innovative enterprise capable of thriving in competitive markets.

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