"Organizations ceased to beclosed and predictable systems. They had to be depicted as open systems, interacting with their environment and adapting to it. They had to be depicted as complex and dynamic systems, in which paradox and chaotic behaviour (in mathematical terms) were a possibility. Therefore, borrowing from biology, physics, applied mathematics and the philosophy of science, a new perspective in organizational sciences was born."(Boros, S. (2009). Introduction: Dynamic organizations and organizational dynamics) ..
Responsibility, Authority, Delegating Authority, There is a problem in determining managerial accountability that arises when delegating authority to managers
In our efforts to understand and predict and direct the performance and outcomes of an org. we learn that organizations are not just linear mechanical parts that accepts input from the environment and produce goods and services back to the environment
through a conversion processes. The system point of view of an organization as a system consists of subsystems, and directing and predicting the outcome of subsystems doesn't necessarily leads to accurately direct and predict the outcomes of the whole
system, ... the dynamics inside organizations.
More on Interpersonal relations and Agency Theory, Cost associated with Agency Problem and Mutual Adjustments ...
"Organizations ceased to beclosed and predictable systems. They had to be depicted as open systems, interacting with their environment and adapting to it. They had to be depicted as complex and dynamic systems, in which paradox
and chaotic behaviour (in mathematical terms) were a possibility. Therefore, borrowing from biology, physics, applied mathematics and the philosophy of science, a new perspective in organizational sciences was born."(Boros, S. (2009). Introduction: Dynamic organizations and organizational dynamics) .......
by Osmond Vitez, studioD source: smallbusiness.com Organizational structure is the framework companies use to outline their authority and communication processes. The framework usually includes policies, rules and responsibilities for each individual in the organization. Several factors affect the organizational structure of a company. These factors can be internal or external. Small business owners must be responsible for creating their companies organizational structure framework. Business owners may use a management consultant or review information from the Small Business Administration before setting up their organizational structure.
Size is many times the driving factor for a company organizational structure. Smaller or home-based businesses do not usually have a vast structure because the business owner is usually responsible for all tasks. Larger business organizations usually require a more intense framework for their organizational structure. Companies with more employees usually require more managers for supervising these individuals. Highly specialized business operations can also require a more formal organizational structure.
Products Life Cycle
The company life cycle also plays an important part in the development of an organizational structure. Business owners attempting to grow and expand their company operations usually develop an organizational structure to outline their company business mission and goals. Businesses reaching peak performance usually become more mechanical in their organizational structure. This occurs as the chain of command increases from the business owner down to front line employees. Mature companies usually focus on developing an organizational structure to improve efficiency and profitability. These improvements may be the result of more competitors entering the economic marketplace.
Org. Goals & Strategy
Business strategies can also be a factor in a company organizational structure development. High-growth companies usually have smaller organizational structures so they can react to changes in the business environment quicker than other companies. Business owners may also be reluctant to give up managerial control in business operations. Small businesses still looking to define their business strategy often delay creating an organizational structure. Business owners are usually more interested in setting business strategies rather than developing and implementing an internal business structure.
Business Environment
The external business environment can also play an important part in a company organizational structure. Dynamic environments with constantly changing consumer desires or behavior is often more turbulent than stable environments. Companies attempting to meet consumer demand can struggle when creating an organizational structure in a dynamic environment. More time and capital can also be spent in dynamic environments attending to create and organizational structure. This additional capital is usually a negative expense for many small businesses.
Technology:
the dynamism and change in technology strongly affects needs, there for life-cycle, the way we do our business Strategy Software Rapidly build and report on BSCsusing Kaplan/Norton's ESMwww.esmgrp.com
There are three main types of organizational structures:
1- Functional Structure:
A functional structure is one of the most common organizational structures. Under this structure, the organization groups employees according to a specialized or similar set of roles or tasks (function). It collects all functional specialization in single department, it means that the employees within the financial divisions tend to perform a specialized set of tasks, each employee also benefit from the experiences of his colleagues in the same specialty because they work in the same department or sector.
The advantage of using this type is that it is economic, because everything is centralized so we do not need to store more and more of the workshop. The disadvantages - The lack of flexibility. - Poor relationships between the different disciplines. - The length of the hierarchy in the sense that many levels of management.
2- Divisional Structure:
The divisional structure is a type of organizational structure that groups each organizational function into a division. These divisions can correspond to either products or geographies. A divisional organizational structure usually consists of several parallel teams focusing on a single product or service line . It is a type of organizational configuration that groups together those employees who are responsible for a particular product, the function of production may occur in both divisions.
Advantage Divisions work well because they allow a team to focus upon a single product or service. disadvantage:
Conflicts between Divisional Heads: Every divisional head wants to establish his supremacy. To satisfy ego each demands maximum resources for his division. This situation leads to conflicts among the various divisional heads. example: a plant that makes producers or its manufacturers A and B are split company into two sections A and B and each sector is followed by all its services - almost - from the production, maintenance and financial and stores.Also known as "Product Structure", the concept of this type is that it groups each organizational function into a division, each division contains all the necessary resources and functions inside this division.
*Note that with the use of this system, it may sometimes keep some departments centralized, such as human resources management.
3- Matrix Structure:
The concept of this type is to group employees by both function and product, it uses teams of employees to accomplish work in order to take advantage of the strengths also make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department.
The disadvantage of this type is the difficulty of the organization of work for workers who follow the two main features, but it collects a lot of the advantages of both the organization and sector.
Other Types :
4- Pre- bureaucratic structure:
lack standardization of task, it`s common in small org. and is best used to solve simple tasks. It`s totally centralized.
5- Bureaucratic structures:
Is an org. of non-elected officials of a government or org. who implement the rules, laws. and functions of their institution. It deals with workers like machines and have a certain degree of standardization.
6- Post-bureaucratic:
Is used in two senses in the organizational literature: one generic and one much more specific. The term Post-bureaucratic is often used to describe a range of ideas. This may include total quality management, culture management, and matrix.
7- Agile-Organization:
Agile’s emergence as a huge global movement extending beyond software is driven by the discovery that the only way for organizations to cope with today’s turbulent customer-driven marketplace is to become Agile. Agile enables organizations to master continuous change. It permits firms to flourish in a world that is increasingly volatile, uncertain, complex and ambiguous
Principles of Effective Organization مبادىء التنظيم الفعال
1- Work specialization or division of labor: مبدأ تقسيم العمل
Used to describe the degree to which activities in the organization are subdivided into separate jobs. Work specialization ensures that each employee has a set of specific duties they're expected to perform based on their work experience, education and skills
2- Common Goal مبدأ وحدة الهدف
3- departmentalization :
The departmentalization element breaks down how jobs are grouped together to create departments. Departments are created based on the types of jobs employees perform, the products or brands they're assigned to, geographical locations or customer need.
4- Chain of Command: Unity of Command مبدأ وحدة الامر
In a company, each employee is expected to report to one manager, rather than to several. Mangers are responsible for assigning tasks, informing employees of expectations and deadlines and offering motivation. Managers are also available to answer job-related questions from employees and handle conflicts within their departments. Employees are responsible for completing duties assigned to them by their manager accurately and in a timely fashion.
5- Span of Control Supervision: مبدأ نطاق الاشراف
Span of control suggests how many employees each manager can handle within an organization. This element of organizational structure also outlines the number of mangers an organization needs, which is typically determined based on the number of employees and departments a company has.
6- Centralization and Decentralization مبدأ المركزية و اللامركزية
*In a centralized organization, all decisions are made by top-level managers such as the chief executive officer, chief operating officer and chief marketing officer. Centralization leaves department managers with little to no input. This system is typical in larger, corporate organizations. *A decentralized system affords all managers the opportunity to give input, while bigger decisions are still made by top-level managers.
7- Delegation of Authority مبدأ تفويض السلطة
Delegating some of the manager's authority to a person down in hierarchy. اعطاء المدير بعض من صلاحياته و سلطاته الى احد الموظفين ليقوم باتخاذ القرارات المناسبة لتطوير اداء المؤسسة
8-The Balance Between Power, Authority and Responsibility (Equity) مبدأ تكافؤ السلطة و المسؤولية
9- Formalization: تحديد شكل ودرجة الاعامل الرسمي
Formalization is the element that outlines employee roles within a workplace, as defined by the rules and guidelines developed by management. Formalization determines whether employees have to sign in and out upon arriving and exiting the office, frequency and length of breaks, computer usage and dress code.
10- Discipline :
It is often a part of the core values of a mission and vision in the form of good conduct and respectful interactions.
11- Unity of Direction : وحدة الهدف المشترك
ll employees deliver the same activities that can be linked to the same objectives. All activities must be carried out by one group that forms a team. These activities must be described in a plan of action. The manager is ultimately responsible for this plan and he monitors the progress of the defined and planned activities. Focus areas are the efforts made by the employees and coordination.
12-Remuneration
There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits) and monetary (compensation, bonus or other financial compensation).
Essential Steps in Constructing Organization Structure خطوات بناء الهيكلية مهارات النجاح د. محمد بن علي شيبان العامري Distinguish among the design choices that underlie the creation of either a mechanistic or an organic structure Recognize how to use contingency theory to design a structure that fits an organization’s environment
1- تحديد الأهداف الأساسية للمنشأة Determine organization’s objectives: 2- تحديد ما يجب عمله Determine what needs to be done : 3- تخصيص وتوزيع الأعمال: Assign Tasks 4- تحديد اختصاص كل وحدة تنظيمية والقيام بإعداد الوصف الوظيفي لكل وظيفة في الوحدة التنظيمية. وهذا يتطلب تحديد المهام والواجبات والمسئوليات المنوطة بكل وظيفة، وكذلك نطاق الرقابة لكل مركز إداري، أي عدد الأشخاص الذين يرتبطون مباشرة بالمدير. 5- تقرير السلطة اللازمة Decide how much Authority you should Designate: 6- عداد الخريطة التنظيمية للمنشأة Draw an organization Chart ومن أكثر الطرق شيوعا في التقسيم التنظيمي ما يلي .:التقسيم على أساس الوظائفDepartmentalization by Business Functionsيقوم هذا التقسيم على أساس التخصص في تقسيم العمل، ويعتبر فردريك تايلور أول من اقترح التنظيم الوظيفي في عام 1903. حيث طلب فردريك تايلور بأن يعين لكل منشأة عدد من المديرين الفنيين يتخصص كل منهم في عمل فني متميز. وعند تصميم الهيكل التنظيمي وفقا لهذا المعيار يتم تجمع جميع العاملين الذين يؤدون وظيفة واحدة أو وظائف متشابهة في وحدة واحدة. ووفقا لهذا المعيار يمكن أن تجد المنظمة تملك إدارة إنتاج، إدارة تسويق، إدارة تمويل، إدارة أفراد. وبناءا عليه فان مدير مندوبي المبيعات، ومدير بحوث التسويق، ومديري الإعلان تضمهم جميعا إدارة التسويق. وبالمثل فان إدارة الإنتاج تضم مديري العمليات، ومديري الرقابة على الجودة، ومديري المصانع. والشكل رقم (4-1) يوضح الهيكل التنظيمي للمنظمة القائم على أساس وظيفي.ويرتبط بهذا الشكل من التقسيم ارتباطا وثيقا، التقسيم على أساس الوظائف الإدارية، والتقسيم على أساس الوظائف التقنية. والتقسيم الإداري يقوم حول الوظائف الإدارية وهي التخطيط والتنظيم والتوجيه والرقابة. بينما التقسيم التقني يتعلق بتجميع الأنشطة اعتمادا على الوظائف التقنية مثل التقطيع، أو اللحام، أو التجميع. * مزايا التقسيم الوظيفي: يساعد في تحقيق وفورات الحجم الكبير في نطاق الإدارات الوظيفية وذلك لقلة الازدواجية في الج. يساهم في تنمية المهارات الإدارية. يعتبر من أبسط التنظيمات والأكثر انتشاراً. من أنسب التنظيمات للمشاريع الصغيرة والمتوسطة. يعتبر الأفضل للمنظمات التي يقتصر نشاطها على سلعة واحدة أو سلعتين.* عيوب التقسيم الوظيفي: البطيء في الاستجابة للتغيرات البيئية المتلاحق. يؤدي إلى تركيز القرارات في أيدي الإدارة العليا. صعوبة التنسيق الأفقي بين الإدارات الوظيفية. النظرة الضيقة إلى الأهداف العامة للمنشأة. 2- التقسيم على أساس أقسام المنتج Departmentalisation by Product Divisionsوفقا لهذا التقسيم يصبح رؤساء الأقسام مسئولين عن إنتاج وتسويق وتمويل منتج معين وذلك في إطار وحدة تنظيمية معينة. والشكل التالي (4-2) ويوضح التقسيم على أساس المنتج. شكل التقسيم على أساس السلعة
المصدر: على الشريف، الإدارة المعاصرة ، الإسكندرية: الدار الجامعية للطباعة والنشر والتوزيع ، الطبعة الثانية ، 1997 ، ص 265 * المزايا: إن جميع الأعمال والأنشطة المرتبطة بسلعة ما يتم ضمها جميعا تحت إشراف فرد أو قسم، ونتيجة لذلك تتجه الأقسام الإنتاجية لأن تكون أكثر حساسية وسرعة في الاستجابة لاحتياجات منتجهم الخاص. سهولة المراقبة والمتابعة لأداء المسئولين عن كل سلعة. يناسب هذا التنظيم البيئة التي تتصف بالتغير السريع وعدم الاستقرار. يعتبر من أنسب التنظيمات التي تناسب الشركات كبيرة الحجم وذات خطوط إنتاجية متنوعة. * العيوب: ارتفاع التكلفة الإدارية نظرا لازدواجية الوظائف، حيث وفقا لهذا التقسيم يتعين وجود مدير مالي ومدير تسويقي ومدير إنتاجي لكل سلعة في نفس المنظمة. الصراع بين مديري السلع للحصول على موازنة أفضل. يقلل من وفورات الحجم الكبير نظرا لازدواجية الوظائف. صعوبة التنسيق بين خطوط الإنتاج داخل المنظمة الواحدة. قد يؤدي التقسيم الإنتاجي إلى خسارة رقابة الإدارة العليا، وذلك لتمتع مديري المنتجات باستقلال كبير في التسويق والتمويل والإنتاج للمنتج الذي يقع تحت مسئوليتهم. 3- التقسيم على أساس جغرافي Departmentalization by Territoryتنشأ الحاجة إلى تطبيق الأساس الجغرافي في التنظيم عندما تتعامل المنشأة مع أسواق وأقاليم متعددة ومتميزة من حيث الأذواق والحاجات، عندئذ تمثل كل وحدة جغرافية وحدة تنظيمية قائمة بذاتها. ووفقا لهذا التقسيم تنشأ في كل منطقة جغرافية وظائف التمويل والإنتاج والتسويق. ويصلح هذا التنظيم للشركات المتعددة الجنسيات والتي لها أنشطة في بلدان عدة، حيث أن مثل هذا التنظيم يساعد أفرع الشركات في التفاعل مع الأذواق والتفضيلات والمستويات الحضارية المتفاوتة بكفاءة أما بالنسبة لمزايا وعيوب التنظيم على أساس جغرافي فهي إلى حد كبير مشابهة لمزايا وعيوب التقسيم السلعي. 4- التقسيم المصفوفي Matrix Departmentalizationيتم اللجوء إلى هذا النوع من التنظيم في الظروف البيئية المعقدة، والتي يصعب التنبؤ بها. ويسمى هذا النوع بالنموذج التنظيمي المتطور عن النموذج الكلاسيكي11. وقد استخدم نموذج المصفوفة التنظيمية في صناعة الفضاء وفي الصناعات الحربية في الولايات المتحدة ثم انتشر بعد ذلك ليطبق في العديد من الصناعات الأخرى. والفكرة الأساسية للمصفوفة التنظيمية أن يأخذ الشكل التنظيمي المصفوفة الهندسية ذات الأبعاد الرأسية والأفقية. فهناك السلطات الوظيفية التنفيذية التي تمارس من أعلى إلى أسفل، وهناك الفنية التي تمارس أفقيا بين مدير المشروع والقطاعات التابعة له. وبموجب هذا النموذج (أنظر شكل رقم 4-4) يكون لكل مشروع أو وحدة تنظيمية ميزانية خاصة وله سلطته على المشروع الذي يديره، وهو يستعين بأفراد عاملين من الإدارات الوظيفية لتنفيذ مشروعة إما عن طريق الاستعارة أو تخصيصهم من قبل إداراتهم، وعندما ينتهي المشروع يعود العاملين إلى إداراتهم الأصلية12. شكل المصفوفة التنظيمية
المصدر: فؤاد الشيخ سالم، وآخرون، المفاهيم الإدارية الحديثة، الطبعة الخامسة، مركز الكتب الأردني، 1995، ، ص 147. * مزايا وعيوب التنظيم المصفوفي:-من أهم المزايا:يضمن قسماً مكتفياً ذاتياً يكرس اهتمامه المستمر وغير المجزأ لحاجات مشروعة.تتجنب الأقسام إنشاء أقسام وظيفية ازدواجية لكل من المشروعات المتعددة. فهو يسمح للمنشأة استخدام أمثل لمواردها، ويؤمن لها الخبرة الفنية في الوقت والمكان المناسب.العاملون وفقا لهذا التنظيم تنشأ لديهم خبرات متنوعة أكثر مما لو كانوا يعملون في إداراتهم الوظيفية فقط. ويعاب على هذا التنظيم، وقوع المديرون في حيرة بين الطلبات المتصارعة لمدير المشروع وفي الوقت نفسه التعليمات التي يتلقاها من مد راء الإدارات التنفيذية التابعين لها، وهذا قد يولد صراعا بين المسؤولين ينعكس سلبا على معنويات العاملين
The 4 Types of Organization CULTURE. by Jessica Kriegel
The alignment of culture with Org. Strategic SMART Goals
1- Clan-Oriented Cultures. Focus on collaboration ,teamwork ,family like atmosphere
2- Adhocracy-Oriented Cultures. Emphasize, innovation , risk taking and flexibility
3- Market-Oriented Cultures. Prioritize competition, results and achievement of goals.
4- Hierarchy-Oriented Cultures. Value structure, stability and efficiency through clearly defined roles and rules.
___________Transcript_______________
1- Clan-Oriented Cultures. : the clan oriented culture is often found
in small or family business that are local, employees in this type of
culture are very close with one another, there's more focus on working
and completing tasks as a whole. We could say this is the R of smart,
which is Realistic.
2- Adhocracy-Oriented Cultures: in this type of culture, the people
within value risk taking, innovationand taking ownership, one of
the keys to success in this type of culture is self management, which
means there is less emphasis on authority of hierarchy, this type of
culture grants them the ability to go in to the market easier and faster
than other organizations we can align this with the letter A which is Accurate.
3- Market-Oriented Cultures: in this video it is mentioned this type
of culture is focused on getting specific predetermind results, they are heavily competitive,
constantly looking at their competitors in the market, one of their
biggest result is market share, achieving results is the no.1 most
important thing in market cultures. we can align this culture with the
letter M which is Measurable.
4- Hierarchy-Oriented Cultures. : this type of culture is strictly
controlled, they value doing things right. one of the main components of
this culture is :Stability, where it is incredibly important as is
efficiency, an example of this culture shown in the video is the military. we can align this organization with the letter S in smart, standing for Strategy
What Made Nablus as City State, a magnet city and famous.?
I live in Nablus, a city so old and recognized historically, as one of the oldest world's City-State in the Middle East, especially during the Ottoman Empire. Wealth generated from trade and industry fueled family ties and family relations to secure power and authority for ages. The city was highly integrative due to inter marriage, small walled city with definitive boundaries, the power and control to rule the city maintained in the hands of dignitaries and city-council, I can say the city as an organization was integrative due to a high common, parochial interests, common external environment challenges. Size and technology, made a huge paradigm shift to be situated between differentiation and ambiguity. lesser degree of consistency and consensus is evident opening the doors to paths innovations and creativity.
CULTURE consists of specific LEARNED norms based on attitudes, values and beliefs all of which exist in every society. culture can't be isolated from influencing factors such as Economic ,RELIGIOUS and Political conditions. { Organizational culture is one of those items that you can’t describe what it is, but you know when it’s broken. }
Forming ... Re-Forming ... Trans-Forming Culture
"Org Culture is the Reflection of our actions...and we are affected by them." Cultural Transformation Simon Sinek
Organizational cultureincludes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid.
How to IMPLEMENT THE CHANGE in the Organizational Culture ??
Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises a complex set of goals, roles, processes, values, communications practices, attitudes and long cherished assumptions.
The good news? Organizational culture CHANGE IS POSSIBLE. Culture change requires 1- Understanding, 2- commitment, and 3- tools.
There are three major steps involved in changing an organization's culture:
//How to Understand Your Current Culture//. Before an organization can change its culture, it must first understand the current culture, or the way things are now. Do take the time to pursue the activities in this article before moving on to the next steps.
Once you understand your current organizational culture, your organization must then decide where it wants to go, define its strategic direction, and decide what the organizational culture should look like to support success. What vision does the organization have for its future and how must the culture change to support the accomplishment of that vision
Finally, the individuals in the organization must decide to change their behavior to create the desired organizational culture. This is the hardest step in culture change..
Everybody regardless of culture,age,country and education wants the same staff which is to be able to deal with people in a good team work situations,support each other, fun at work and clarity of what they have to do in order to be successful , Creating an ideal working environment you give people tools in order to achieve that.
2nd pillar:The methodology that makes it possible
We use directive communication psychology.
3rd pillar:A common language
People have difficulties in communicating,if you can create a communication process that is fun people can communicate with each other in a good way to accomplish greater purpose.
4th pillar: Unified Identity
Helps to put people together.
5th pillar: Supportive Environment
Helping people to come up with their own expectations and support them.
Definition:Robert Blake and Jane Mouton have developed the Managerial Grid, also called as a leadership grid. According to them, the leadership styles can be identified on the basis of manager’s concern for people
and production.
Here, concern for people means the degree to which an individual is committed towards the goal achievement, maintaining self-esteem to workers and satisfying interpersonal relationships. Whereas, the concern fo
The managerial grid identifies five leadership styles based on two behavioral dimensions as shown in the figure focusing on two variables: 1- Production and tasks which means an attitude of superiors leaders towards the quality of procedures and policies,
creativeness of research, effectiveness of staff, work efficiency and volume of output. and 2- more concern for people, workers wants and needs.
In the figure, there are 81 possible categories where the leader’s style may fall.
Impoverished Management (1,1): The managers with this leadership style exert minimum effort to get the work done by the subordinates. They have minimal concern for both the people
and production, and they function merely to preserve their jobs and seniority. Therefore, the disharmony, dissatisfaction, disorganization arises within the organization.
Task Management Authority and obediance (9,1): Here, the leader is more concerned with the production and lay less emphasis on the personal needs of his subordinates. This leadership
style is also called as a dictatorial or perish style, where the subordinates are required to perform the task as directed by the superiors. In this leadership style, the output in the short run may increase drastically, but due to stringent rules
and procedures, there could be a high labor turnover.
Middle of the Road (5,5): The manager with this style tries to keep a balance between the organizational goals and the personal needs of his subordinates. Here, the leader focuses
on an adequate performance through a balance between the work requirements and satisfactory morale. Both the people and production needs are not completely met, and thus the organization land up to an average performance.
Country Club (1,9): Here, the leader lays more emphasis on the personal needs of the subordinates and give less attention to the output. The manager adopts this style of leadership
with the intent to have a friendly and comfortable working environment for the subordinates, who gets self-motivated and work harder on their own. But however, less attention to the production can adversely affect the work goals and may lead to
the unsatisfactory results.
Team Management (9,9): According to Blake and Mouton, it is the most effective leadership style wherein the leader takes both people and production hand in hand. This style is based on
McGregor’s Theory Y, where the employees are believed to be committed towards the goal achievement and need not require manager’s intervention at every step.The leader with this style feels that empowerment, trust, respect, commitment helps
in nurturing the team relationships, which ultimately results in the increased employee satisfaction and overall production of the organization.
Thus, the managerial grid is a graphical representation of different leadership styles that manager adopts while dealing in the industrial settings and facing different bus. environment opportunities and challenges. انماط القيادة في مواجهة التحديات و اكتساب الفرص
Definition: The Theory X and Theory Y are the theories of motivation given by Douglas McGregor in 1960’s. These theories are based on the premise that management has to assemble all the factors of production, including human beings, to get the work done. McGregor believed that management can use either of the needs to motivate his employees, as grouped under theory X and theory Y. But however, the theory Y yields better results than the theory X, how? Let’s see.
Theory X:
Relies on the authoritarian style of management النمط السلطوي في الادارة, where the managers are required to give instructions and keep a close check on each employee. As it is assumed, the employees are not motivated, and they dislike working. This theory is based on the following assumptions تفترض النظرية على ان العامل او الموظف :
The employee is lazy and dislikes work.
He is not ambitious and dislikes responsibility and therefore prefers to be led.
The employee is self-centered and indifferent towards the organizational interest.
Management is responsible for assembling all the factors of production, Viz. Money, material, equipment, people.
The managers are required to control his employees, manage their efforts, motivate them, modify their behavior to comply with the organizational needs.
The management must intervene to keep the employees working towards the economic ends.
The employees must be persuaded, rewarded, motivated, punished, controlled to get the work completed.
Theory Y:
Theory Y relies on the participative style of management النمط التشارك في الادارة, where the managers assume that the employees are self-directed موجه ذاتياً and self- motivated لديه تحفيز ذاتي to accomplish the organizational objectives لتحقيق الاهداف التنظيمية. Thus, here the management attempts to get the maximum output with least efforts on their part. Following are the assumptions of Theory Y تفترض النظرية على ان العامل او الموظف :
The average human being does not inherently dislike work, they are creative and self-motivated and likes to work with greater responsibilities.
Employees are self-directed and self-controlled and therefore the threat of punishment is not only the means for getting the desired results.
The extent to which an employee is committed to objectives is determined by the rewards associated with their achievement. The most significant rewards in this context could be the satisfaction of the ego and the fulfillment of self-actualization needs.
The average human being is ambitious and is ready to take responsibilities. He likes to lead rather than to be led by others.
The employees exercise a relatively high degree of imagination and creativity in solving the complex organizational problems.
Thus, theory X and theory Y are two contrasting models that depict the set of assumptions a manager holds on his employees, which may or may not coincide with their general way of behaving. Therefore, these theories are based on the attitude, not attributes. هذه النظريات مبنية على الموقف وليس الصفات
This theory came around in the 1980s from dr. William and what he suggests it is Theory Z is really all about creating a work environment where people feel like they have stable employment and it really produces high productivity and high employee morale and satisfaction. It isn't that really what we want as leaders so really being a leader recognizing that you have the power to influence each person's ability to have significant job satisfaction which generally leads to greater levels of productivity and and more profitability; ultimately, want to keep your employees happy, so focus on these 7 seven things so :
1- Focus on long term employment and help people feel like they've got job security الأمان الوظيفي
2- Collective responsibility that means putting people ultimately accountability المسائله.
3- Make sure that you have implicit informal control with explicit formalized measures and really make sure that you're putting the right controls in place to help people be successful and a little bit autonomy.
4- Collective decision-making you know more voices and input in making final decisions really can help leaders see what they don't know and make the best decisions possible.
5- Slow evaluation and promotion grown people to become masters at what they do help people be successful and then help move them into higher levels of the organization so that people can watch their peers grow and themselves grow within the organization.
6- Moderately specialized careers so people truly need to become experts in what they do and help them feel good about doing what they do and help them see how what they do makes a positive difference and
7- Concern for the total person including their families so you are not hiring robots you're hiring people have lives outside of the workplaces.
there you go that's Theory Z in a nutshell I hope you've taken something away from this a value that helps you be a more effective leader and employee
thank you so much, have a great day because only you get to choose how you feel about it
Which Cultural type you prefer? ... and you think is the most appropriate?
introduced the concept of organizational culture and defined the four dominant types found in professional service organizations (collaborative, creative, competitive and controlled). Follow the link bellow for an indebth article to learn more on ... The Effect of Culture on Performance
Org Culture Types
1. Creative. In creative cultures, ثقافة الابداع
the primary driver: is self-expression.
Leaders focus: on creative brilliance and celebrate individuals and teamswho break the mold with new innovations.
The fluid org. structure typically contains self-organizing work teams and collaborative project groups.
Their favored functions: are research and development and professional services.
(Leadership example: Steve Jobs, Apple.)
2. Collaborative, in collaborative Culture. العمل الجماعي التعاوني
the primary driver: is teamwork and building consensus.
Leaders: tend to base decision-making on building a shared view of desired results.
The negative aspects of collaborative cultures can be slow decision-making and excessive time to evaluate alternatives.
Typical collaborative companies use matrix management and complex double and triple line reporting structures.
Their favored functions are marketing and customer service. (Leadership example: Dave Packard, HP.)
3. Competitive. In competitive cultures, التنافسي
the primary driver is personal and team achievement, often defined as winning.
Leaders concentrate on beating the competition and often create quarterly competitive hit lists to squash the competitive enemy of the month.
The organization structure usually develops tiger teams tasked to achieve specific, measurable goals.
Their favored functions are sales and product development.
(Leadership example: Scott McNealy, Sun and Larry Ellison, Oracle.)
4.Controlled. In controlled cultures, السلطوية والتحكم
the primary driver is order and alignment based on clear goals and objectives.
Leaders create hierarchical reporting structures where power and authority are vested at the top.
Their favored functions are finance and manufacturing or supply chain.
(Leadership example: Lou Gerstner, IBM)
Diffusion of Innovation Model and Organizational Culture adaptability to Change
A management style theory that seeks to achieve its strategic goal and long term objectives by shifting our focus on a grid based on Performance and Conformance.
Business Process is a set of interrelated integrated activities, designed to achieve specific organizational goals.
OD interventions can be applied at different stages of an organization's lifecycle to address specific challenges and opportunities. The timing and nature of these interventions will vary depending on the organization's unique context and goals.
_______________________________________
OD in relation to Bus. Life Cycle & Bus. Break Even Point BEP
Change starts with you! Elissa Farrow from http://www.aboutyourtransition.com.au focuses on what we can personally influence in any change process even if we have limited control. Elissa coaches us in techniques and tips that will make a real difference in how we individually cope with change. Building resilience starts at the individual level and therefore we are individually responsible for our attitude to change and how we behave in the workforce. Check out the About Your Transition website for more on change, strategy, planning and delivery approaches and blog posts from Elissa Farrow.
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change
that he describes. Lewin, a physicist as well as a social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Understanding Lewin's Change Management Model
If you have a large cube of ice but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change).
Finally, you must solidify the new shape (refreeze).
By looking at change as a process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition – looking before you leap, so to speak. All too often, people go into change blindly, causing
much unnecessary turmoil and chaos.
To begin any successful change process, you must first start by understanding why the change must take place. As Lewin put it, "Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished
assumptions about oneself and one's relations to others." This is the unfreezing stage from which change begins.
1- Unfreeze
This first stage of change involves preparing the organization to accept that change is necessary, which involves breaking down the existing status quo before you can build up a new way of operating.
Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys,
or such like. These show that things have to change in a way that everyone can understand.
To prepare the organization successfully, you need to start at its core – you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change
the existing foundations as they might not support add-on storeys. Unless this is done, the whole building may risk collapse.
This first part of the change process is usually the most difficult and stressful. When you start cutting down the "way things are done," you put everyone and everything off balance. You may evoke strong reactions in people, and that's
exactly what needs to be done.
By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won't get the buy-in and participation
necessary to effect any meaningful change.
2- Change
After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.
The transition from unfreeze to change does not happen overnight: people take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve
, focuses on the specific
issue of personal transitions in a changing environment and is useful for understanding this aspect in more detail.
In order to accept the change and contribute to making it successful, people need to understand how it will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption
and a pitfall that should be avoided.
Tip:
1- Unfortunately, some people will genuinely be harmed by change, particularly those who benefit strongly from the status quo. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these
situations.
2- Time and communication are the two keys to the changes occurring successfully. People need time to understand the changes, and they also need to feel highly connected to the organization throughout the transition period. When you are
managing change, this can require a great deal of time and effort, and hands-on management is usually the best approach.
3- Refreeze
When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze
stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time, and that they are incorporated into everyday business. With a new sense
of stability, employees feel confident and comfortable with the new ways of working.
The rationale for creating a new sense of stability in our ever-changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition
trap where they aren't sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing
people that something needs changing if you haven't allowed the most recent changes to sink in? Change will be perceived as change for change's sake, and the motivation required to implement new changes simply won't be there.
As part of the refreezing process, make sure that you celebrate the success of the change – this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful.
Practical Steps for Using the Framework Unfreeze
1. Determine what needs to change.
Survey the organization to understand the current state.
Understand why change has to take place.
2. Ensure there is strong support from senior management.
Frame the issue as one of organization-wide importance.
3. Create the need for change.
Create a compelling message about why change has to occur.
Use your vision and strategy as supporting evidence.
Communicate the vision in terms of the change required.
Emphasize the "why."
4. Manage and understand the doubts and concerns.
Remain open to employee concerns and address them in terms of the need to change.
Change
1. Communicate often.
Do so throughout the planning and implementation of the changes.
Describe the benefits.
Explain exactly how the changes will affect everyone.
Prepare everyone for what is coming.
2. Dispel rumors.
Answer questions openly and honestly.
Deal with problems immediately.
Relate the need for change back to operational necessities.
3. Empower action.
Provide lots of opportunity for employee involvement.
Have line managers provide day-to-day direction.
4. Involve people in the process.
Generate short-term wins to reinforce the change.
Negotiate with external stakeholders as necessary (such as employee organizations).
Refreeze
1. Anchor the changes into the culture.
Identity what supports the change.
Identify barriers to sustaining change.
2. Develop ways to sustain the change.
Ensure leadership support.
Create a reward system.
Establish feedback systems.
Adapt the organizational structure as necessary.
3. Provide support and training.
Keep everyone informed and supported.
4. Celebrate success!
Key Points
Lewin's Change Management Model is a simple and easy-to-understand framework for managing change.
By recognizing these three distinct stages of change, you can plan to implement the change required. You start by creating the motivation to change (unfreeze). You move through the change process by promoting effective communications and
empowering people to embrace new ways of working (change). And the process ends when you return the organization to a sense of stability (refreeze), which is so necessary for creating the confidence from which to embark on the next,
inevitable change.
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This article explains the Burke Litwin Model of Organisational Change in a practical way. After reading it, you will understand the basics of this powerful change management and behaviour tool.
What is the Burke Litwin Model of Organisational Change
The Burke Litwin Model of Organisational Change is all about defining and establishing a cause-and-effect relationship. The model assumes 12 organisational elements that determine a change within an organisation. The model derives its name from two organisational change consultants and was developed in the 60’s by W. Warner Burke and George H. Litwin. It is a useful change management tool to better understand all aspects of an organisation and to view them from a perspective of change.
In many cases, the various facets are taken too little into account, as a result of which a change can have negative consequences for both the organisation and employees. In addition, the change model shows that the different elements are interconnected and influence each other. It is an ‘open system theory’ that assumes changes come from external influences.
The framework
The Burke Litwin Model of Organisational Change establishes a framework in which four element groups within organisations are distinguished and presented in columns. The middle column is often referred to as the backbone of the model. On the left is a column with the so-called hard elements, which are tangible and measurable, and on the right is a column with the so-called soft elements, which are mainly abstract.
The top four elements relate to the organisation as a whole and are also referred to as the transformational factors. These are deeply rooted processes and organisational characteristics that can be characterised as a corporate culture. Every change that occurs herein has major consequences for the entire organisational structure. A lasting change therefore affects the entire organisation.
The middle four elements relate to the organisational structure, including the division of departments. These are also referred to as the transactional factors. This concerns the daily activities that take place in organisations and their mutual cohesion. Who is responsible for what and how are departments and their mutual relationship structured. All activities in this group are influenced by the organisational structure and driven by management layers.
The final elements consist of performance. These are about both individual and organisational performance and focus on the output of organisations. In most cases, performance is measured in turnover figures or profit percentages. At the same time, the amount of goods produced, or the degree of customer satisfaction can also be measured under performance.
Burke Litwin Model: 12 elements
The 12 elements are grouped according to the element groups and are connected to each other. Due to them being connected, the 12 elements can also influence each other. Below is a brief summary of all 12 dimensions from the Burke Litwin model:
1. External Environment
According to the model, it is especially external influences that are important for organisational changes. Think of the economy, competition, customer behaviour and politics and legislation. When the influences from the external environment can be identified, this helps organisations to better understand the direct or indirect impact and act accordingly. An organisation has no control over external influences.
2. Mission and Strategy
This describes the organisation’s goal and the processes that ensure the goal and course can be realised. The vision, mission and accompanying strategy are defined by the highest level of management. It is recommended that the organisation always checks whether these suit the position of the employees.
3. Leadership
This concerns the responsible positions that give direction to the rest of the organisation. Managers are responsible for developing a vision and motivating employees. By having insight into key positions, this can be addressed in the event of a change.
4. Organisational Culture
Every organisations has its own values. This is less formal than the Mission and Strategy element, but is present across the entire organisation. An organisation’s culture includes both explicit and implicit rules, including regulations, practices, principles and manners.
5. Structure
This concerns the hierarchical structure of the organisation, recognisable departments and formal communication channels. It also includes the position-oriented structure, such as responsibilities, authority, communication, decision-making and control.
6. Systems
This is about policy and procedures; mechanisms that are in place to help and support employees. Think of IT services, facility departments and internal customer support. It covers both employees and the organisation’s activities.
7. Management Practice
This is about the behaviour and activities of managers, which are generally aimed at implementing the overall strategy. How well do managers comply with the strategy and how do they deal with the resources at their disposal? How is their relationship with the employees? These are all questions that arise when discussing management practice.
8. Working Climate
This relates to employees’ experiences when it comes to the work environment. How do they experience mutual cooperation, how comfortable do they feel, and do they feel sufficiently rewarded for their effort? The mutual relationship with colleagues and the extent to which an organisation makes employees happy are very important when discussing the working climate.
9. Tasks and skills
This is about the (individual) task requirements and the alignment of the job description with employees’ expertise. What are the requirements of a specific job, and does this fit with the skills and knowledge of an individual employee? It is all about linking the right positions to the right employees.
10. Individual values and needs
This relates to the demands and expectations that employees have, including their remuneration, work-life balance, their role within the organisation and their responsibilities. It is about the opinion employees have about the quality of their work and aims to discover their needs. In some cases, this may result in task expansion or even job enrichment, meaning the employee is given more responsibility.
11. Motivational Level
Motivation is about setting goals and inspiring and stimulating employees. The more motivated employees are, the more willing they are to dedicate themselves to the organisation.
12. Individual and General Performance
This dimension considers the performance level of both the individual employee and on a departmental and organisational level. As mentioned earlier, this can be measured on the basis of turnover, productivity, quality requirements, efficiency and customer satisfaction.
Application of the change management model
The Burke Litwin Model of Organisational Change is based on assessing organisational and environmental factors, which may be adapted to ensure a successful change. The most dominant factor that causes organisational change is often the external environment. As a result, this requires organisations to adjust and change their mission and strategy, as well as the organisational culture and structure.
The Burke Litwin Model of Organisational Change provides and effective strategy for managing organisational change. However, its effectiveness depends on how well each of the 12 dimensions can be identified. Problems within organisations must first be diagnosed, after which an action plan can be created. This requires the identification of the element group that causes the change. Subsequently, the specific element within that element group must be identified and analysed. Once this is done, you can examine to what extent this has influenced other elements. Action can now take place by means of the action plan.
It’s Your Turn
What do you think? Are you familiar with the Burke Litwin Model of Organisational Change? Do you recognize the practical explanation or do you have more suggestions? Which success factors can you share on assessing organisational and environmental factors?
Share your experience and knowledge in the comments box below.
If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. You can also find us on Facebook, LinkedIn, Google+ and YouTube.
More information
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of management, 18(3), 523-545.
Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic framework for assessing organisational effectiveness. SA Journal of Human Resource Management, 7(1), 1-13.
How to cite this article: Mulder, P. (2018). Burke Litwin Model of Organisational Change. Retrieved [insert date] from ToolsHero: https://www.toolshero.com/change-management/burke-litwin-model/
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by Drea Burbank MD, medical technology advisor at ShareSmart
The general public tends to perceive technology as “good” or “bad” and people as “optimistic” or “pessimistic” about its role in their lives. But people who work in tech, and develop it for mass consumption, use a more flexible approach called “diffusion of innovation” theory.
In this approach, the population is assembled along a bell curve according to their willingness to deal with technological glitches. Technology penetrates this bell-curve in accordance with its utility and reliability.
In the technology adoption life cycle, people tend to group into five general attitudes, also described by Moore in his excellent 1991 book Crossing the Chasm.
1- Innovators or “techies” adopt tech because they like building new things. With in-depth technical knowledge, they truly enjoy the trial-and-error process of getting a new product up and running because they feel competent to repair it.
2- Early Adopters or “visionaries” adopt tech because it gives them social capital or solves a problem they are invested in. While they might not like to deal with technical glitches, they are undeterred by them. Visionaries will seek out solutions and inform iterations because they can visualize a future value for the working product.
3- Early Majority or “pragmatists” adopt tech because it confers a relative advantage to their workflow. However, they won’t tolerate tech that has errors, or breaks down because a pragmatist’s primary concern is not the future, but the present.
4- The Late Majority or “conservatives” adopt tech when when it becomes inconvenient not to use it. They require tech that’s been tested by people they know personally. Most people in this category are willing to accept a little criticism for being “behind” so that they never have to deal with technological glitches which they might lack expertise or inclination to repair. Sometimes conservatives see themselves in the role of defending vetted practices against meaningless change, and want a new technology to prove itself over time. They play a crucial role in refining tech, by creating a market for simplified and economical versions of existing products.
5- Laggards or “skeptics” choose not to adopt tech no matter how ubiquitous or useful it becomes. Although this labeling can be pejorative (originally created from the perspective of developers), people like the Amish who refuse to adopt technology contribute significantly to society by preserving skills which would otherwise be lost, or spurring ethical and moral debates on the meaning of technology.
A new tech will be adopted by the various groups in sequence depending on how refined it becomes. For example, even the Amish sometimes use cars, and most people in the developing world have a cell phone. But in reality, most individuals fit into multiple categories depending on the topic (i.e. computing, cars, or biomedical), and their access to tech.
Where does technology fit on the curve?
Everyone benefits from scientific advances. If they work.
The “chasm” is the gap between when something is first discovered and seen to be valuable by the early market (techies and visionaries), and when it becomes useful and refined enough for the late market (pragmatists, conservatives and skeptics). In general high-tech refers to products that have not yet “crossed the chasm”.
Aside from the hype, hotbeds of modern innovation like Silicon Valley are simply microcosms that specialize in helping products across the chasm.
A vetted practice involves assembly of small “agile development” groups where techies, visionaries, and pragmatists work in close collaboration. When talented people with interdisciplinary training are forced by proximity to communicate it breaks down paradigms, and creates shared meaning.
The group then collectively iterates to develop a “minimum viable product” or “beachhead” which is the simplest version of the tech acceptable to a pragmatist in the crucible of the real world.
In conclusion
It’s okay if you don’t like technology, and it’s okay if you do.
Technology is refined faster when a pragmatist is willing to explain to a visionary what prevents them from using a new product.
Having this discussion in an unbiased manner is one of the most critical points in the development of any technology. It also puts the onus for proving “minimum viable product” on unbiased markers independent of commercial advertising and personal opinion.
