Organization Behavior-II

(Recap)
What is an organization?
 Closed vs. Open System
 Value Creation Process
 Decision Points:
 Domain
 Technology
 Structure
 Organizational continuity

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Inducements and Contributions of
Organizational Stakeholders

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Organizational Design
 Structural Dimensions
 Formalization
 Specialization
 Hierarchy of authority
 Centralization
 Professionalism
 Personnel Ratio
 Contextual Dimensions
 Size
 Technology
 Environment
 Goals & strategy
 Culture

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Different types of Organizational
Structure
 Management-centric: Traditional
 Functional
 Divisional
 Matrix
 Network
 Employee-centric: Emerging
 Holacracy
 Crowd-centric: Self-organizing

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Five Phases of Organizational Growth
(Greiner’s Model)

Organizational Life Cycle 6

Dimensions of Organizational
Environment (Dess & Beard, 1984)
 Munificence (richness): Capacity

 Dynamism: Stability-instability, turbulence

 Complexity: Homogeneity-heterogeneity,
concentration-dispersion

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Contingency Framework for Environmental Uncertainty
and Organizational Responses

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Inter-organizational Relationships
 Symbiotic:
 That exist between an organization and its
suppliers and distributors
 Competitive
 That exist among organizations that compete
for scarce inputs and outputs

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Organizational Culture
 Hofstede’s Cultural Dimensions
 Individualism / Collectivism
 Power Distance Index
 Uncertainty Avoidance Index
 Masculinity / Femininity
 Long-term Orientation / Short-term
Orientation

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 The Competing Values Framework

Flexibility, Discretion & Dynamism

External Focus & Differentiation

Collaborate Create

Internal Focus & Integration

Clan Adhocracy

Control Compete

Hierarchy Market

Stability, Order & Control

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Strategy and Structure
 Functional Level
 Business Level
 Corporate Level
 Global Expansion

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Congruence Model

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Organizational Learning
 Exploitation / Exploration

 Single loop learning / Double loop learning

 Evolutionary / Revolutionary Innovations

 Learning Organization

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General Principles of Change Leadership
(John Kotter)

 Phase One: Getting Started

 Create a sense of urgency
 Form a powerful guiding coalition
 Create a vision of what the organization will become
 Phase Two: Involving Everyone
 Communicate the vision frequently, in various ways
 Empower others to take action on the vision
 Planning for and creating short-term wins
 Phase Three: Ongoing Improvement
 Consolidating improvements and producing still more
change
 Institutionalize new approaches, reducing leader
dependence
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Cases covered
Case Industry Focus
Kingfisher Airlines Aviation Stakeholder Management

Acme-Omega Manufacturing Mechanistic / Organic Structure

Appex Corporation Mobile Telephony Organizational Structure

Services
Campbell & Bailyn’s Boston I-bank Environmental influence on organizational
Office design
Toyota Automobile Inter-organizational relationship

IKEA Furniture Org. culture

ARLA Foods Dairy products Strategy & structure

Google Internet services Org. design & people mgt.

Phase Zero Design Org. innovation

Nissan Automobile Change Management

Sudarshan Chemicals Chemical Organizations & society

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