MANAGING ORGANIZATIONAL

DESIGN & CHANGE

Dr. Howaida Mahmmoud Barakat
2023
 Attendance 20% 2% per class
Participation 20% Instructor’s Assesment & Survey
Results
Reflection 20% 5% on-time submission
Paper 1 12% content
3% presentation

COURSE Final Project 40% 5%

25%
on-time submission (Group)
content (Group)
FORMAT 5%
5%
presentation (Individual)
Q&A

REFLECTION PAPERS: FINAL PROJECT:

• Individual submission • Group submission
• 3-page, double-spaced paper • 15 to 20-page, double-spaced paper
• 7-minute presentation • Project/consultancy
• 3-minute Q&A • 45-minute presentation
• 15-minute Q&A
 ❑ Understand the dynamics of change
❑ Assessing needs and analyze challenges
❑ Develop an action plan
❑ Mobilizing people
COURSE
❑ Dealing with resistance
OBJECTIVES ❑ Leverage the culture of change
❑ Implement change
❑ Assess progress and results
 ETYMOLOGY OF WORDS
ORGANIZATION Early 1500, structure of the body or its parts
1700, an organized body of person

MANAGEMENT Late 1500, act of managing by physical manipulation (handling or

training of a horse)

CHANGE Early 1200, recompense or reciprocate

LEADER Early 1300, begin a discussion or debate

1800, opinion piece in a newspaper
EVOLUTION OF
MANAGEMENT
THEORIES?
 WHAT IS MANAGEMENT?
Cambridge Dictionary: The control and organization of something
A distinct process consisting of
planning, organizing, actuating
and controlling; utilizing in each
The art of knowing what you
both science and art, and
want to do and then seeing
followed in order to accomplish
that they do it in the best and
pre-determined objectives.
the cheapest way.

(1856-1915) (1868 – 1933) (1877 - 1955)

Frederick Winslow Taylor Mary Parker Follett George R Terry

The art of getting things done

through people.
 WHAT IS MANAGEMENT?

A process by which organizations

The art of getting things try to use all its resources
done through others and effectively and efficiently to
with formally organized answer not only the present but
groups also the future needs.

(1909-1984)
(1909-1984) (1901 – 2005)
(1901 – 2005) Sustainable Development
Sustainable Development
Harold Koontz
Harold Koontz Peter Ferdinand
Peter Drucker
Ferdinand Drucker

A multipurpose organ that

manage a business and
manages Managers and
manages workers and work.
 MANAGEMENT ERAS
Adam Smith’s insight Elton Mayo’s imported
that the division of labor theories from other
would increase fields (sociology) to
productivity. management.
Prior To The Industrial With the rise of the Post To The Industrial Revolution
Revolution industrial revolution

Another fundamental
New means of production
rethinking looking to
There wasn’t much & execution of mass
organizations to create
“management” production increased the
complete and meaningful
need of owners to depend
experiences.
It was owner and anyone on others.
else handling other tasks.
A new era of empathy to
Term in wide-use.
people and the planet
Theories developed
Change of
Management
theories
 Scientific Management Administartive Behavioral
Management Management
• Workers have specific but • Collection of principles, • Interaction between
different responsibilities. rules, methods, and management and labor.
• Specialization and division procedures. • Importance of workers’
of worker • Hierarchy and bureaucratic motivation
• Efficiency of production structure • labor participation in work
process • methodology and devising development process.
the system.

Management Science Organization Environment

• Use quantitative techniques, quality • Ecological system sustainability
control, and information technology • Open–systems: External resources
• Asses Customer satisfaction, used for producing
employee engagement and • Closed system: internal efficiency.
continuous improvement.
 What Is Organizational
Culture? And Why Should
We Care?
 WHAT IS AN ORGANIZATION?
❑ an organized group of people with a particular purpose, such as a business
or government department.

❑ a collection of resources that are working together somehow to achieve a

common purpose.

❑ a group of two or more individuals and the coordinated allocation of

resources around a common goal or objective.

❑ a group of people who work together, like a neighborhood association, a

charity, a union, or a corporation.
 Vision, mission, objectives,
values and rituals which
and expectations established
serve as a GLUE to
by leaders then
integrate the members of
communicated and
the organization
reinforced

ORGANIZATION CULTURE

the proper way to behave Explicit formal, stated

within the organization and norms and implicit ways
the beliefs that inform people work and interact
those behaviors
CULTURE IS CULTURE IS

The answer to the “WHAT IS “ & “WHY IS” Social control system: the
“norms” that must be upheld,
A CONSISTENT behavior & an and sanctions imposed on
OBSERVABLE patter of behavior those who don’t “stay within
the lines.”
”THE STORY” of the people in the
organization and the values that reinforce Immune system: a form of
that narrative. protection that has evolved
from situational pressures.

“CULTURE EATS STRATEGY FOR BREAKFAST”

 ORGANIZATIONAL CULTURE STYLES

SHARED PERSUASIVE ENDURING IMPLICIT

Understanding a company’s culture requires determining where it falls along these

two dimensions:

PEOPLE INTERACTIONS RESPONSE TO CHANGE

A spectrum from A spectrum from
Highly Independent Place greater value on Stability prioritizing consistency, predictability,
autonomy, individual action, and competition and maintenance of the status quo
TO TO
Highly interdependent emphasize integration, Flexibility prioritize innovation, openness,
managing relationships, and coordinating diversity, and a longer-term orientation
group effort
 ORGANIZATIONAL CULTURE STYLES

Caring focuses on relationships and mutual trust.

Purpose is exemplified by idealism and altruism.
Learning is characterized by exploration, expansiveness, and creativity.
Enjoyment is expressed through fun and excitement.
Results is characterized by achievement and winning.
Authority is defined by strength, decisiveness, and boldness.
Safety is defined by planning, caution, and preparedness.
Order is focused on respect, structure, and shared norms.
TYPES OF ORGANIZATIONAL STRUCTURE
❑ HIERARCHICAL/FUNCTIONAL

Pros Cons
Define levels of authority, reporting and Slows down innovation and creativity
responsibility
Increases bureaucracy
Gives clear career paths, specialty and chances
for promotion Creates silos

Creates camaraderie between employees Lowers level of motivation

within the same department
Ex.
• Began with a lean, flat organization,
• As it grew it transitioned to a hierarchical structure.
• The new structure gives the organization top-down
control over their operations globally, defining roles
and responsibilities across functions and geographic
divisions.
• The chain of command trickles all the way down to
lower-level employees.
TYPES OF ORGANIZATIONAL STRUCTURE
❑ HORIZONTAL/FLAT

Pros Cons
Gives employees more responsibility Creates confusion since employees do not have a
clear supervisor to report to
Fosters more open communication
Produces employees with more generalized skills
Improves coordination and speed of and knowledge
implementing new ideas
Difficult to maintain once the company grows
beyond start-up status
Ex.
Though with a variety of organizational structure
(including matrix and divisional),
• famous for its lack of middle management
• placing lower-level employees in direct contact with
their superiors
• encouraging autonomy and communication at all
levels of the organization.
 TYPES OF ORGANIZATIONAL STRUCTURE
❑ DIVISIONAL

Pros Cons
Helps large companies stay flexible Leads to duplicate resources
Allows for a quicker response to industry Poor communication between the headquarters
changes or customer needs and its divisions
Promotes independence, autonomy, and a Results in a company competing with itself
customized approach
 • With many different business verticals operating in
Ex.
multiple industries, divisional structure allows GE to
implement strategies specific to each vertical’s
business needs and market conditions.

• Divisions like renewable energy, power, aviation,

transportation, and health care can all operate
independent of each other while remaining under
the GE umbrella.
 TYPES OF ORGANIZATIONAL STRUCTURE
❑ MATRIX

Pros Cons
Allows supervisors to easily choose individuals Presents a conflict between department
by the needs of a project managers and project managers
Gives a more dynamic view of the organization Change more frequently than other
organizational chart types
Encourages employees to use their skills in
various capacities aside from their original roles
Ex.
• Has both functional and product-based divisions.

• Decision-making takes place at the functional

hierarchy level.

• Within these divisions, individuals have reporting

responsibilities in two directions; geographic division
and function.
TYPES OF ORGANIZATIONAL STRUCTURE
❑ TEAM-BASED

Pros Cons
Increases productivity, performance, and
Goes against many companies’ natural
transparency
inclination of a purely hierarchical
structure
Breaks down silo mentality Promotes a growth
mindset
Make promotional paths less clear for
employees
Value experience rather than seniority
Ex.
Credits its success with three important
things:
•Teams
•Tools
•Processes

Establishes expectations, and creates trust

keeping teams small (3-8 people)
Teams with differing skill sets and have a singular task to complete.
Teams work entirely autonomously, fully responsible for their
success or failure.
TYPES OF ORGANIZATIONAL STRUCTURE
❑ NETWORK Pros
Visualizes the complex relationships

Allows more flexible and agile

Gives more power to all employees to collaborate, take

initiative, and make decisions

Helps employees and stakeholders understand workflows

and processes

Cons
Become overly complex when dealing with lots of
processes

Make it more difficult for employees to know who

has final say
Ex.
• outsource functions to other companies in various
countries:

• Call center operations in New Zealand

• Product development in Australia
• Manufacturing in Malaysia
• Distribution in Singapore
✓ CircularWHAT IS AN ORGANIZATION?
Structure

Pros
An outward flow of information
Encourage communication across the organization. Easy to keep
employees aligned with the company’s objectives Encourage
sharing and collaboration between teams

Cons
Can be difficult to understand by new hires
Lack clarity of reporting, approval and decision-making process
 WHAT IS AN ORGANIZATION?
“Organizational culture [is shaped by] the main culture of the society we live in,
with greater emphasis on particular parts of it.” — Elizabeth Skringar.

“We are what we repeatedly do.” -- Aristotle

“It over simplifies the situation in large organizations to assume there is only one
culture… and it’s risky for new leaders to ignore the sub-cultures.” — Rolf Winkler

“An organization [is] a living culture… that can adapt to the reality as fast as
possible.” — Abdi Osman Jama
 WHAT IS AN ORGANIZATION?
No organizational structure lasts, and new
structures emerge as needs.

Distance still matters.

Design of organizations differ to fit

circumstances (Contingency theory )
SPAN OFWHAT IS AN ORGANIZATION?
CONTROL
A manager with a narrow span of control can develop relationships with
plenty of one-on-one communication.

A manager with a wide span of control will not be able to provide as much
one-on-one time.
.
SIZE OF THE ORGANIZATION
A small business would naturally have narrower spans of control.
Sometimes, small businesses are unable to provide much one-on-one
support because there are fewer managers.
 WHAT IS AN ORGANIZATION?
LEVEL OF COMPLEXITY
Businesses that are complex and that require significant subject matter
expertise and specialization will naturally require more supervision.

MANAGER + EMPLOYEE SKILL LEVEL

Hiring experienced managers who are experts at leading team-based
activities will enable sound supervision to the lower-level employees.
THANK YOU