1. Organizational Development and Change Management

2. Textbook
Daft, R. L., Murphy, J. and Willmott, H. (2010).

3. Main Course Objective
To enable you to analyse how and why different kinds of organizations are more or less effective in achieving particular objectives.
The course focuses on the key components of organisations that together generate distinctive collective competences and capabilities.
It focuses on the meso level.

4. Levels of Organizational Analysis
Micro -
individuals and groups in organisations (organisational behaviour, HRM)
Meso
structures, systems and strategies of organisations (organisation design)
Macro
organisations and markets in social systems and the global economy ( strategy)

5. Objectives of Today’s Session
To highlight the ways in which organizational design links to strategy and the external environment
To discuss those links

6. Question
Looking at the following statement from Google’s website, can you identify what its strategy might be?
In groups, discuss your thoughts.

7. Google’s Philosophy
Google became successful precisely because we were better and faster at finding the right answer than other search engines at the time.
But technology has come a long way since then, and the face of the web has changed. Recognizing that search is a problem that will never be solved, we continue to push the limits of existing technology to provide a fast, accurate and easy-to-use service that anyone seeking information can access. We've also taken the lessons we've learned from search to tackle even more challenges.
Source:

8. Questions Google underpins this strategy with some core principles.
What issues/problems are raised for managers as a result of these issues?
In other words, what ‘things’ must managers deal with in meeting those principles?
(Some of) these ‘things’ are at the core of organization design.

9. Google’s Principles I These core principles guide our actions.
1. Focus on the user and all else will follow.
Since the beginning, we've focused on providing the best user experience possible. Whether we're designing a new Internet browser or a new tweak to the look of the homepage, we take great care to ensure that they will ultimately serve you, rather than our own internal goal or bottom line.
2. It's best to do one thing really, really well.
We do search. With one of the world's largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Our dedication to improving search helps us apply what we've learned to new products, like Gmail and Google Maps

10. Key Managerial Issues in Organisation Design and Change Management
Google principle 1:
How to manage relationships with customers, and investors
How to integrate and control operational units for strategic goals
How to allocate, coordinate and control tasks
Google principle 2:
Which activities and skills to keep in the organisation and which to outsource
How to attract, select, reward and retain employees

11. Google’s Principles II
9. You can be serious without a suit.
Our founders built Google around the idea that work should be challenging, and the challenge should be fun. We believe that great, creative things are more likely to happen with the right company culture. There is an emphasis on team achievements and pride in individual accomplishments that contribute to our overall success. Our atmosphere may be casual, but as new ideas emerge in a café line, they are traded, tested and put into practice with dizzying speed.

12. Key Managerial Issues in Organisation Design
Google principle 9:
How to attract, select, reward and retain employees
How to allocate, coordinate and control tasks
How to group activities and employees into departments, divisions and subsidiaries
How to integrate and control operational units for strategic goals

13. Key Managerial Issues in Organisation Design
How to allocate, coordinate and control tasks
How to attract, select, reward and retain employees
How to group activities and employees into departments, divisions and subsidiaries
How to integrate and control operational units for strategic goals
Which activities and skills to keep in the organisation and which to outsource
How to manage relationships with suppliers, customers, competitors, investors and other organisations

14. ORGANISATIONS AS OPEN SYSTEMS

15. COMPONENTS OF WORK ORGANISATIONS1.
Operating Core -
those who transform the basic inputs into outputs 2.
Middle Line
those who administer and supervise operators 3.
Technostructure
those who standardise how work is carried out and controlled 4.
Support Staff
those who provide support services for the organisation outside the operating workflow 5.
Strategic Apex
those who allocate resources, manage relations with the environment and determine strategies and goals – the dominant coalition

16. DIMENSIONS OF ORGANISATIONS
STRUCTURAL
Formalisation
Specialisation
Standardisation
Authority Hierarchy
Complexity
Centralisation
Skill Level
Personnel Ratios
SYSTEMIC (CONTEXTUAL)
Size
Technology
Environment
Goals and Strategy
Culture

17. W. L. Gore
Wal-Mart
State arts agency

18. KEY ORGANISATIONAL COMPONENTS
PRIMARY TASK
INDIVIDUALS
FORMAL CO-ORDINATION
INFORMAL RULES AND PROCESSES
DEFINITION
BASIC ACTIVITY OF ORGANISATION
CHARACTERISTICS OF HUMAN RESOURCES
FORMAL AUTHORITY AND CONTROL STRUCTURES
EMERGENT NORMS, PROCEDURES AND NETWORKS OF INFLUENCE AND COMMUNICATION
CRITICAL CHARACTERISTICS
TYPES OF SKILL AND KNOWLEDGE REQUIRED
KNOWLEDGE AND SKILLS
GROUPING OF FUNCTIONS, SUBUNITS AND DEPTS.
LEADER BEHAVIOUR
TYPES OF REWARDS WORK CAN PROVIDE
NEEDS AND PREFERENCES
PERFORMANCE AND MONITORING, EVALUATION AND REWARD SYSTEM
INTER- AND INTRA-GROUP RELATIONS
UNCERTAINTY OF WORK
PERCEPTIONS AND EXPECTATIONS
CO-ORDINATION PROCEDURES
INFORMAL WORK NORMS AND RELATIONS
LIMITATIONS ON PERFORMANCE INHERENT IN WORK
DEMOGRAPHIC AND CULTURAL CHARACTERISTICS
PERSONNEL POLICIES AND PROCEDURES
COMMUNICATION AND INFLUENCE PATTERNS