Understanding Organizational Development Concepts Paper
Mary Baumann, Cameron Hunt, Deborah Nanty, Lisa Goodman, Shalonda Simmons
MGT 311
April 20, 2015
Ms. Debra Black 1.0 Introduction, Change Management Plan (Ms. Nanty)
The purpose of the plan will be to implement the new computerized customer management system. The Matrix structure will allow “coordination among specialties to achieve on-time completion and meet budget targets” (Robbins & Judge 2013, pg.7). The focus will be on corporate culture, and how to deal with employees resisting the change. Management will focus on how to overcome barriers to communication the change and how it will take place.
1.1 Organizational Structures and the Effects on Employee Behavior (Ms. Nanty)
The Matrix “A NEW type of organization structure is spreading through industry and parts of the public sector, which has so far been very inadequately documented” (Knight K. 1996, pg.1). “The Simple structure is not elaborate” (Robbins & Judge 2013, pg.6).
This structure is used in smaller organizations that do not have multiple levels of managers. The Bureaucracy structure is one that is standard, like a bank or Kohl’s clothing store. The Matrix is commonly used in an organization, “it combines two forms of departmentalization: functional and product” (Robbins & Judge 2013, pg.7).
To make a change in a large manufacturing business, I would recommend the Matrix Structure. The Matrix is a two-part structure that has the function ability and the product ability. There are six key factors to the organizational structure that managers should keep in mind.
“Work specification, departmentalization, a chain of command, a span of control, centralization and decentralization and, formalization” (Robbins & Judge 2013). Work specification will allow the employees to have separate jobs, and then divided the groups and form departments. The chain of command is for employees to know whom they should go to first if there is a problem. With centralization only top managers make the decision where decentralization allows managers of departments to make decisions.
This technology change will have the employees wondering what is going on with the company. This change will be a forced change of technology which will help the company keep up with the modern technology changes. However, if there is ample training, the employees will be less likely to resist the change and move forward with it. The organization has to keep in mind that change is hard for some people, and they tend to fight change because they are scared.
1.2 Influences of Corporate Culture on Employee Behavior (Ms. Nanty)
Corporate culture is in every place of employment. “Organizational culture refers to a system of shared meaning held by members that distinguishes from other organizations” (Robbins & Judge 2013, pg.3). A company’s culture can affect how the employees work and think.
The group climate is a big factor on employee’s attitudes. If the climate is a positive workplace, then employees will value their jobs, and the output will be better. If the culture of a business has a strong culture, it will pass on to other employees, and the business beliefs and values will be passed along to others. However, this can backfire if the culture is that of a weak one.
1.3 Recommended Strategy for Change over 12 Months (Mr. Hunt) To facilitate the changes over the next 12 months, a proposal was recommended as follows. The classic strategy of Kurt Lewin’s Three-step Model appeared to be the most direct and feasible approach (Robbins & Judge 2013, p. 584).
The premise is that supervision will initiate this strategy, dividing the three-step model equally, one step per every four months spread out over a 12-month period. This will provide ample time for supervision to plan and execute each step while allowing the employee force time to accept the new prescribed ways of operation (ibid, Refreezing, p. 585). The first step is
