Organizational Design Change Is an Thesis

  • Length: 10 pages
  • Sources: 6
  • Subject: Business - Management
  • Type: Thesis
  • Paper: #14967523

Excerpt from Thesis :

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To be more precise, the authors explain that there is a procedure that has been created as an aspect of the theoretical model of Structural Adaptation to Regain Fit (SARFIT) (Donaldson). This model asserts that when an organization in fit experiences improved performance that results it results in excess resources and leads to growth in size, geographic expansion, innovation or diversification. This in turn increases the number of contingency variables. This results in a "misfit with the existing structure. Themisfit lowers performance, eventually leading to a performance crisis and adaptive structural change into fit (Donaldson)."

There is also a specific process associated with organizational design. This process has different stages associated with the varying levels in the organization. As a result of this process the appropriate interventions take place to alter the processes, behavior values of both groups and individuals. There are a total of eight stages in the organizational design process. These stages are as follows:

Process Analysis Activities- pertains to the implementation of behavioral science perspectives to understand dynamic situations ("Organization Design and Change). Organizations utilize this as an aspect of organizational design so that they will have an effective way of solving problems when they arise during the change process.

Skill-building Activities-, associated with different designs for the purposes of provoking that are reflective of Organizational design standard ("Organization Design and Change) s. This phase is inclusive of the practice of listening, giving and receiving feedback, and conflict resolution ("Organization Design and Change). This phase is necessary because it ensures that all members of the organization understand the nature of the change and the behavior that Is expected of them during the change. This also ensures that the implementation of change will occur with less turmoil.

Diagnostic Activities- this includes process analysis to produce information via interviews, psychological instruments or opinion surveys ("Organization Design and Change). Diagnostic activities are essential to discovering the manner in which people associated with the organization are feeling about the change occurring. Having access to such information assist in designing a system that will meet the needs of the organization while still having the capacity to address the concerns of employees and managers.

Coaching or Counseling Activities -- the purpose of this phase it to assist employees with conflict resolution through the use of third-party consultation ("Organization Design and Change). Whenever there are groups of people from diverse backgrounds working together there is bound to be some type of conflict that arises. Conflict resolution is essential because it allows employees to work out their problems. Having a workplace that is free of conflict enhances productivity and increases job satisfaction. Both of these factors are essential to ensuring that change can occur in an organization in a manner that is rapid and effectual.

Team Building Activities-this is designed to improve the competence and of task group s ("Organization Design and Change). Team building exercises are vitally important as it pertains to organizational design because they build confidence in the individual team members and in the team as a unit. The building of confidence is essential in an environment that thrive on team work. Teams must know how to work together to get the goals of the company accomplished.

Inter-group Activities -- the purpose of this is to develop effective and satisfying linkages between two or more task groups or departments in the organization ("Organization Design and Change). This stage is needed to ensure that the goals of the company can be realized across a range of departments and groups. An organization will need to maintain synergy between employees working in all parts of the organization. Failure to do will make it impossible to implement change effectively .

Techno-Structural Activities- designed to build need-fulfilling roles, jobs and structures ("Organization Design and Change). When undergoing changes an organization must take into consideration the roles and jobs that need to be in place to guarantee that the changes will be successful. In some instances, organizations have to alter their structure to guarantee that change can take place in a manner that is efficient and rapid. Failure to do this can destroy the ability of the organization to properly implement change .

System-Building or System-Renewal Activities-serves the purpose of finding comprehensive changes in the climate and values of a large organization ("Organization Design and Change). climate This is done by using combinations of the various Organizational Design strategies. This is an important aspect of organizational design because it forces the organization to develop a strategy that is unique to the situation that the organization is confronted with as a result of the changes that it is undergoing ("Organization Design and Change).

Overall the research indicates that organizations will inevitably be confronted with the task of dealing with change. The manner in which change is managed is critical to the success of the organizations. As such organizations should implement the phases that are listed above to ensure that change occurs in a way that is reflective of the intentions of the organization.

Conclusion

The purpose of this discussion was to define the process to produce organizational design change. Research was conducted on the topic and a critical analysis was made. The research indicates that organizational change can be a stressful time for any organization. As such organizations must choose a strategy that is consistent with the types of goals that they want to accomplish. In addition organizations must be aware of the resistance that they might face from employees as changes occur. This resistance must be taken into consideration as it pertains to organizational design.

It is vitally important that the eight phases of the organizational design process are also taken into consideration. These eight phases include Process Analysis Activities, Skill-building Activities, Diagnostic Activities, Coaching or Counseling Activities, Team Building Activities, Inter-group Activities, Techno structural activities and System-Building or System-Renewal. In order for an organization to achieve successful change these phases must be considered carefully. Each phase represents a vital step that must be taken to guarantee that the organization will succeed in the midst of change.

As a recommendation all organizations facing that challenge of developing an organizational design must seek to truly understand the nature of the change that they want to implement. The aforementioned phases provide an excellent template for organizational design. However, there may be other phases that an organization needs to implement based on the type of change being implemented. In doing so the design will be unique to the needs of the organization.

Works Cited

Aken, J E.V. (2007) Design Science and Organization Development Interventions: Aligning Business and Humanistic Values. The Journal of Applied Behavioral Science. 43(1); pg. 67-88

Donaldson. Lex the Contengency theory of Organizational Design: Challenges and opportunities. Retrieved January 2010 from; http://www.springerlink.com/content/r53245822h482782/fulltext.pdfKikulis, LISA M . TREVOR SLACK,

Hustings C.R. (1995) Sector-Specific Patterns of Organizational Design Change. Journal of Management Studies 32:1

"Organizational Theory: Determinants of Structure." Retrieved January 2010 from; http://www.analytictech.com/mb021/orgtheory.htm

Rollag, K. Parise S. (2005) the BikeStuff Simulation: Experiencing the Challenge of Organizational Change. Journal of Management Education. Thousand Oaks: Oct 2005. Vol. 29, Iss. 5; pg. 769

Stanley, D.J.,…

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