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HMOB 4022docx Mozaid

This document discusses key concepts in organizational behavior and design including: 1) Organizational behavior examines how people interact in groups to make businesses more effective. It has formal and informal structures. 2) There are five main organizational configurations - entrepreneurial, machine bureaucracy, professional, divisional, and innovative. 3) Organizational culture has three levels - artifacts, espoused values, and basic underlying assumptions. 4) Job satisfaction is linked to better job performance and profits as satisfied employees work with more enthusiasm. 5) Technology creates new roles and makes organizations more efficient through automation.

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0% found this document useful (0 votes)
68 views5 pages

HMOB 4022docx Mozaid

This document discusses key concepts in organizational behavior and design including: 1) Organizational behavior examines how people interact in groups to make businesses more effective. It has formal and informal structures. 2) There are five main organizational configurations - entrepreneurial, machine bureaucracy, professional, divisional, and innovative. 3) Organizational culture has three levels - artifacts, espoused values, and basic underlying assumptions. 4) Job satisfaction is linked to better job performance and profits as satisfied employees work with more enthusiasm. 5) Technology creates new roles and makes organizations more efficient through automation.

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MOZAID
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HMIM 4013 (mozaid)

1. Discuss the concept of organizational behavior

- Organizational behavior is the academic study of how people interact within groups
and its principles are applied primarily in attempts to make businesses operate more
effectively
- It divided into
a) Formal
b) Informal

2. Discuss five structural configurations in organization


I. The entrepreneurial organization
- Entrepreneurial organizations are structures that promote the emergence
and development of ideas from all members of the firm. To be functional,
such an organization must have specific features that allow alternative views
to emerge 

II. The machine organization (or machine bureaucracy)

- A machine bureaucracy describes a form of organization in which the


prime coordinating mechanism in the design of the organization is the
standardization of work processes.

III. The professional organization.

- A professional organization, sometimes referred to as a professional


association or professional body, exists to advance a particular
profession, support the interests of people working in that profession
and serve the public good. It facilitates innovation, communication and
connection.

IV. The divisional (uor diversified) organization.

In a divisional structure, people are grouped together based on the


product or service they provide, not the work they do. For example, a
large corporation such as General Electric has divisions for electronics,
transportation, and aviation, each with its own team of accountants,
marketers, etc

V. The innovative organization (also known as adhocracy).

- An innovative organization engages everyone throughout the


organization in the task of developing and implementing new ways to
reach the organization's goals.

an example of organizational innovation in structuring business activities


would be the implementation of a built-to-order productions systems,
with the end goal of integrating sales and production processes.

3. Critically evaluate the roles of the three level of organizational culture


Role of three levels of organizational culture:
4. Integrate relationship of job satisfaction with job performance
 Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of one’s job or job experiences.
 Job performance relates to the act of doing a job. Job performance is a means to
reach a goal or set of goals within a job,
 HIgh job satisfaction is also linked to performance, which in turn is linked to
higher profits. Those employees who feel happy and content in their roles are
much more likely to approach the tasks that they need to carry out with
enthusiasm and dedication.
5. Describe the impact of technology on the organizational design.
 It encourages new roles within organizations as new technologies demand new
skills and tasks from workers. Technology helps make organizations more efficient.
Automation is a process brought about by technology. Basically, it is a labor-saving
technique, whereby machines replace or complement the work done by humans

6. Discuss the Strategic Management Process and Model


I. Clarify your vision
- The purpose of goal-setting is to clarify the vision for your business. This
stage consists of identifying three key facets: First, define both short- and
long-term objectives. Second, identify the process of how to accomplish
your objective. Finally, customize the process for your staff, give each
person a task with which he can succeed. Keep in mind during this process
your goals to be detailed, realistic and match the values of your vision.
Typically, the final step in this stage is to write a mission statement that
succinctly communicates your goals to both your shareholders and your
staff.

II. Gather and Analyze Information


- Analysis is a key stage because the information gained in this stage will
shape the next two stages. In this stage, gather as much information and
data relevant to accomplishing your vision. The focus of the analysis should
be on understanding the needs of the business as a sustainable entity,
its strategic direction and identifying initiatives that will help your business
grow. Examine any external or internal issues that can affect your goals and
objectives. Make sure to identify both the strengths and weaknesses of your
organization as well as any threats and opportunities that may arise along
the path.

III. implement Your Strategy

- Successful strategy implementation is critical to the success of the


business venture. This is the action stage of the strategic management
process. If the overall strategy does not work with the business' current
structure, a new structure should be installed at the beginning of this stage.
Everyone within the organization must be made clear of their
responsibilities and duties, and how that fits in with the overall goal.
Additionally, any resources or funding for the venture must be secured at
this point. Once the funding is in place and the employees are ready,
execute the plan
IV. Evaluate and Control

Strategy evaluation and control actions include performance measurements, consistent


review of internal and external issues and making corrective actions when necessary. Any
successful evaluation of the strategy begins with defining the parameters to be measured.
These parameters should mirror the goals set in Stage 1. Determine your progress by
measuring the actual results versus the plan.

Monitoring internal and external issues will also enable you to react to any substantial
change in your business environment. If you determine that the strategy is not moving the
company toward its goal, take corrective actions. If those actions are not successful, then
repeat the strategic management process. Because internal and external issues are
constantly evolving, any data gained in this stage should be retained to help with any
future strategies

7. Demonstrate critical thinking skills in decision making.


Critical thinking is the intellectually disciplined process of actively and
skillfully conceptualizing, applying, analyzing, synthesizing, and/or
evaluating information gathered from, or generated by, observation,
experience, reflection, reasoning, or communication, as a guide to
belief and action.
Example: A triage medical staff analyzes the cases at hand and decides the order in which
the patients should be treated.
8. Identify key elements and competencies of strategic thinking

 Anticipate (regard as probable; expect or predict)


According to Schoemaker, leaders must develop a “peripheral vision” which alerts them to
what is going on in the wider fields of their firm, their industry, and the world at large.  They
cannot simply be focused on what is right in front of their faces. To effectively anticipate,
Schoemaker says that leaders must:
- Look for game-changing information at the periphery of (the) industry
- Search beyond the current boundaries of (the) business
- Build wide external networks to help you scan the horizon better

 Challenge
They challenge their own and others’ assumptions and encourage divergent points of
view. Only after careful reflection and examination of a problem through many lenses do
they take decisive action. This requires patience, courage and an open mind.

 Interpret
leaders who challenge in the right way invariably elicit complex and conflicting
information. That is why the best ones are also able to interpret. Instead of reflexively
seeing or hearing what you expect, you should synthesize all the input you have. You will
need to recognize patterns, push through ambiguity, and seek new insights.

 Decide
- Propose several options for flexible decision
.
 Learn
- Strategic leaders are the focal point for organizational learning. They promote a culture
of inquiry, and they search for the lessons in both successful and unsuccessful
outcomes. They study failures—their own and their teams’—in an open, constructive way
to find the hidden lessons.
9. Comprehend the concept and development of creative thinking.
Creative thinking is a way of innovating new ideas, changing the perspective and creating
novel solutions for problems.
This trait is also known as out-of-the-box or unorthodox thinking.
Many employers consider creative thinking as an important quality. Some of the best
discoveries and inventions in technology and science are products of scientist's creative
genius
Development of creative thinking
1. Preparation
- Focus on the problem and gather as much information as you can.

2. Incubation
- In this stage, you have to stop thinking about the task and engage in other activities
instead. This stage may appear counterproductive or a waste of time. However, it is
essential to take a break because your subconscious mind works on the problem
while you let your conscious mind relax.

3. illumination
- Once you allow your mind to recover, you will find that your unconscious mind can
suddenly present you with the best idea. This process can take a few hours to a few
days. The important thing is to have patience. This experience is like the one where
you have an inspiring dream and remember it as soon as you wake up in the
morning.

4. Verification
After you have an idea, you can try it and see if it works. If the solution is not suitable,
you can go back to step 1 and repeat the process till you find the best one and verify
its practicability, effectiveness and appropriateness.

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