Description I need help completing a discussion board post for my Management course (Managing Dynamic Environment). Below are the exact requirements provided by my instructor: Description: As we have learned, organizations change either because something is not working as planned or there is a belief they can work better. Once the organization determines that a change is necessary, leaders and managers utilize their resources to effect change throughout the organization. In many cases, modifications are made to the organization’s structures and systems, thus changing its basic operations. In this module, we will focus on the importance of structures and systems and how these systems and structures can be modified to increase the likelihood that change will permeate the organization. Learning Outcomes: Examine how formal organizational structures and systems can foster, impair, and facilitate the change process. Evaluate adaptive organizational structures and systems to increase the likelihood of change and continuous improvement. --------------- The Discussion: ----------------------- Systems and Structures Think of a change you are familiar with. Share the type of organization systems/structures in the organization. Discuss how the existing structures and systems affected the ability of the change leader to bring about the desired change? Were any systems changed to prepare for the change? Did the organizational structures and systems reduce or increase the uncertainty and complexity of the change in the organization? Assignment Requirements: Your well-written paper should meet the following requirements: Length: Your initial post should address all components of the question with 600-650 words limit. Formatting: Follow academic writing standards and APA style guidelines. Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook, Cite your textbooks and at least Three (3) scholarly, peer-reviewed journal articles. Proper APA citation is required. Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission. Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination. Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated. Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course. Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we've covered so far in the course. Required Readings: Chapter 5 in Organizational Change: An Action-Oriented Toolkit Colombo, C. M., & Mella, P. (2021). “Organization”. A multi facet concept. Economia Aziendale Online 2000 Web, 12(4), 487–506. Simpson, A., & Feyerabend, M. (2022). Tug-of-War: the pull of formal institutional practices and structures and the desire for personal change. International Journal of Science & Mathematics Education, 20(1), 149–168. Recommended: Module 06 PowerPoint Presentation Note: I’ve attached the slides for the relevant chapter, grading rubric, and the book below (https://www.dropbox.com/scl/fi/dv3d0j8a714koe9jywe...). Instructor Expectations: Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research. The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following: Comprehensive Use of Sources: Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis. Proper APA citation is essential to demonstrate deep engagement with the material. Substantial Analysis: Move beyond surface-level responses by providing insightful, well-developed arguments. Offer unique perspectives and link theories to practical examples to enhance your discussion. Attention to Detail: Ensure your writing is clear, polished, and well-organized. Adhere to the required page count and APA formatting guidelines. This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence. Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey. UNFORMATTED ATTACHMENT PREVIEW Chapter 5: Navigating Change Through Formal Structures and Systems Chapter Overview • • • • • This chapter discusses the basics of how organizations structure themselves. It outlines how change leaders can diagnose the strengths and weaknesses of existing systems and structures. It examines how the formal structure and systems can foster, impair and facilitate the acceptance of change initiatives. It lays out ways to manage systems and structures to gain approval for change initiatives. Formal approval, coalitionbuilding and renegade approaches to change are discussed. It reviews ways to develop more adaptive systems and structures to increase the likelihood of continuous improvement. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 How Do Structures and Systems Relate to Change Management? • Existing formal structures and systems need to be understood when assessing the need for change. • Need to understand how Structures and Systems facilitate or hinder change • Need to understand how Structures and Systems can be used to gain approval for change • Need to understand how Structures and Systems can be used to gain acceptance and promote for organizational change • Need to understand how to create more adaptive Structures and Systems Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 3 The Change Path Model Awakening Chapter 4 Mobilization Chapters 5 through 8 • • • Acceleration Chapter 9 • • Making sense of formal systems and structures Assessing their weaknesses and strengths Leveraging them to gain approval Leveraging them to gain acceptance Creating more adaptive systems and structures Institutionalization Chapter 10 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 4 Making Sense of Organizational Structures and Systems • To what degree are tasks subdivided into separate jobs? Work Differentiation • On what basis are jobs grouped together? Departmentalizati on or Integration • To whom do individuals and groups report? Chain of Command Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 5 Making Sense of Organization Structures and Systems (cont.) • How many individuals report to an individual manager? Span of Control • Where does decisionmaking authority lie? Degree of Centralization vs. Decentralization • To what degree are there rules and regulations to direct employees and managers? Standard Operating Procedures (SOPs) Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 Mechanistic vs. Organic Organizational Forms More Mechanistic More Organic Tasks are broken down into separate parts and rigidly defined/assigned Flexible tasks that are adjusted & redefined through teamwork and participation High degree of formalization, strict hierarchy or authority/control, with many rules Little formalization, low reliance on hierarchical authority, more decentralization Narrow span of control with reliance on hierarchies of people in specialized roles Wide span of control Knowledge and control reside with upper management, limited lower-level authority Highly decentralized decision-making authority located throughout organization Communication is vertical (boss/worker relationship) Communication is free-flowing—up, down, and horizontally integrated Simple, straight-forward planning process Sophisticated environmental scanning, planning and forecasting process Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 7 Uncertainty and Complexity and Internal Alignment Stable Environment Dynamic Environment Simple Environment Complex Environment • Centralized, simple mechanistic structure • Use of rules, policies, procedures, and hierarchy • Few departments • Low need for integrating roles • Efficiency and stability focused, little imitation • Centralized structure, more sophisticated information and control systems • Use of rules and policies, procedures and hierarchy, but adapted to the complexity • Many departments, some boundary spanning • Modest need for integrating roles and systems • Some environmental scanning, imitation and planning activity • Decentralized, organic structure, participative and team focused • Fewer rules, policies, procedures • Few departments, much boundary spanning • Few integrating roles • Much environmental scanning, imitation and a strong planning orientation • Decentralized, organic structure, participative and team focused, sophisticated information and control systems • Fewer rules, policies and procedures • Many departments, boundary spanning • Many integrating roles • Extensive environmental scanning, imitation, sophisticated planning and forecasting systems Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 8 Information Processing View of Structure A. Rules and Policies B. Hierarchies Mechanistic Methods C. Goals and Visions D. Slack Resources E. SelfContained Tasks Methods to Lessen the Need to Process Information F. Vertical Information Systems G. Lateral Relations Methods to Increase the Capacity to Process Information Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 Information Processing View of Structure (cont.) Strategies to Decrease Information Processing Needs: 1. Addition of Slack Resources 2. Creation of Self-Contained Tasks Information Processing Capacity of Structural Design Choices FIT Organization’s Information Processing Requirements Organizational Effectiveness Vertical Information Strategies to Increase Processing Capacity: 1. Hierarchical Referral (Ask the Boss) 2. Rules, Policies and Plans, including Vision and Goals 3. Increase the Vertical Communication Capacity of Information Systems Horizontal Information Strategies to Increase Processing Capacity: 1. Increase the Horizontal Communication Capacity of the Information Systems 2. Create lateral relations: a. Direct Contact b. Liaison Role c. Task Force d. Formal Teams e. Formal Integrating Roles f. Managerial Linking Roles g. Dual-Authority Relationships Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 10 Formal Structures and Systems (Adapted from Bolman & Deal’s Re-framing Organizations) • There is no one best way to organize • Structural decisions should follow strategic decisions • All structures present leaders with dilemmas they must manage • Once structural choices are made, formal systems and process need to be aligned • Structures shape and impact people’s behavior Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 11 Toolkit Exercise 5.2—Impact of Existing Structures and Systems on the Change Think of a change situation you are familiar with. 1. How did the organization use structures and systems to deal with uncertainty and complexity? Was this effective? 2. How did existing structures and systems affect the ability of the change leader to bring about desired change? a) What systems/structures were involved? b) How did these systems/structures influence what happened? Was this due to how they were formally designed? Or was this related to how they actually came to be used in practice? c) Who influenced how the systems/structures were used and how did this affect the outcomes that ensued? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 12 How to Develop an Understanding of Structures and Systems? • Follow the paper trail—search available documents. • Ask those who know. • Develop process maps. • Attempt to draw the relevant structures and describe the relevant systems—then check again with those who know to confirm and/or refine Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 13 Three Approaches to Change 1. Using systems and structures to obtain formal approval for change—the traditional, hierarchical approval approach 2. Strategies based on creeping commitment and coalition building 3. Strategies involving simply forging ahead without formal approval—the renegade approach Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 14 Using Structures and Systems to Increase the Probability of Approval • Ask if approval is necessary. Don’t initiate activities that trigger unnecessary formal approval systems • If approval is necessary, show how change is aligned with the organization’s vision and strategy • Use good processes to legitimize the change. Show how benefits of change exceed the costs and risks of doing nothing Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 Using Structures and Systems to Increase the Probability of Approval (cont.) • Show how the change will improve system and structural alignment. • Frame the change in ways that increase organization comfort. For example, move in increments by positioning it as a trial. • If time is critical, demonstrate urgency and focus on external pressures for change. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 16 Using Structures and Systems to Increase the Probability of Approval (cont.) In all cases: • When there is a decision maker you need to influence, identify her/his attitudes to the change and attempt to work with them. • Demonstrate how the change project relates to the strategy or vision of the organization. • Use good existing processes to legitimize the change proposal. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 17 Positioning Change for Formal Approval • Whose approval do I need? Yes Yes Time Important? Nature of approval process? Do I need approval? No Incremental Small or Major? Big Yes No • Create awareness of crisis, threat or opportunity with approvers. • Show costs & benefits. • Whose approval do I need? • Use existing process • Engage others explain to legitimize cost/benefit & ask approval. • Involve others who will be affected & influential parties Need support? No • Do it yourself • Use existing process to legitimize • Whose approval do I need? • Engage others approach incrementally, studies & pilot tests. • Show costs & benefits and seek approval to proceed • Use process to legitimize Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 Toolkit Exercise 5.3—Gaining Approval for the Change Project Consider a change project in an organization you are familiar with. 1. What is the approval process for minor change initiatives? For more major change initiatives? a. If the change requires capital approval, how is this obtained? b. If the project needs dedicated staff, what are the processes for adding people and selecting and developing staff? c. Does the project alter the way work is organized and performed? What systems are used to define jobs, and assess performance? d. Who approves the change? What approval power do they have? 2. Can perceived risks be reduced by the way the change leader stages the project and manages the approval process? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 A Checklist for Change Initiative Approval ? What does the paper trail say about formal structures and systems that have to be considered when leading the change? ? What are key points in the process that we need to be conscious of (e.g., timing of meetings, getting on the agenda, cycle time, types of decision made and where decisions are made)? ? How are the relevant systems and structures interconnected? How do they influence one another? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 A Checklist for Change Initiative Approval (cont.) ? Develop a process map that tracks the change idea from start to finish. • Where does formal authority and decision making lie? • What decision parameters are normally applied and are there zones of discretion available to decision makers? • What are the power and influence patterns around particular systems and structures? Who has direct and indirect influence on how they are applied? • How should the systems and structures be managed to reduce resistance? Can they can be managed to create leverage that will advance the change? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 21 Mastering the Formal Approval Process The likelihood of gaining formal approval increases when: • You have a well placed sponsor. • You know your audience and their preferences. • Power and influence patterns and the implications of the project for the firm and those involved in the approval process are understood. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 22 Mastering the Formal Approval Process (cont.) The likelihood of gaining formal approval increases when: • You do your homework with respect to your detailed knowledge of the change project, its scope, objectives, costs, benefits, and risk areas. • Needed approval and support is obtained in advance. • The change project is effectively presented by appropriate individuals. • You have a good sense of timing of when its best to bring it forward. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 23 Using Creeping Commitment and Coalition Building • Use data, pilot programs, and other incremental system-based approaches to acclimatize organizational members to change ideas. • Know the key stakeholders and their interests. • Coalition building is valuable because of the role such coalitions might play later, during the formal approval process. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 24 Using Creeping Commitment & Coalition Building (cont.) • Create opportunities for direct involvement that will build interest and support within key groups. • Use the above initiatives to build momentum to move the organization towards adoption. • Coalition building contains risks that need to be managed. • Avoid tactics that seriously harm relationships, diminish your integrity and/or compromise your long-term objectives. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 25 Bypassing the Formal Approval Process • Assess how systems and structures can be leveraged to advance change without prior approval • Understand your power and authority • Assess whether change is manageable, defensible, and within your scope of authority • Keep key people sufficiently informed to avoid accusations you acted underhandedly • Don’t create unnecessary enemies or use tactics that do long-term damage to your reputation • The renegade approach can be used to generate supportive data, refine the change, and build momentum that is difficult to stop • It is often easier to gain forgiveness than permission Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 26 Using Structures and Systems to Promote Change 1. Look back at the questions raised in Toolkit Exercises 5.2 and 5.3. Could the existing structures and systems have been approached and used differently to advance the desired change? 2. What role could incremental strategies that were nested within existing systems and structures have played? • Would they have really moved the process forward or simply avoided the real changes that needed to be addressed? 3. What role could more revolutionary strategies have played? • Would they produce issues related to their alignment with existing systems and structures? • How would you manage the challenges created by this? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 27 Using Alignment to Aid Approval and Acceptance • Gaining approval is less daunting when you can show how the change aligns with mission, vision and strategy • Frame changes in ways that show value, and reduce the incongruence with existing structures and systems • Demonstrate there is little to fear, that the level of disruption can be managed, and benefits outweigh costs • Reduce perceived risk by breaking a big change into smaller stages • Don’t assume that approval equals acceptance Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 28 Using Alignment to Aid Approval and Acceptance (cont.) • By minimizing initial incongruence, you can learn, adapt and modify systems and structures as you proceed. Linked incremental changes produce significant long-term effects • Use existing systems and processes, where appropriate, to advance the changes—the way they are used will influence the way the change is perceived • Listen carefully and communicate effectively and empathetically, using formal processes to help in this regard • The involvement of others can facilitate acceptance & approval • Be patient—it takes time to build acceptance and commitment Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 29 Developing More Adaptive Structures and Systems 1. Systematically and deliberately scan the external environment 2. Have a shared perception of the gap between the current and desired level of performance 3. Have a concern for measurement of performance 4. Develop an experimental mindset where people try new things 5. Create an organizational climate of openness and accessibility Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 30 Developing More Adaptive Structures and Systems (cont.) 6. Engage in continuous education at all organizational levels 7. Use a variety of methods, appreciate diversity and take a pluralistic view of competencies 8. Have multiple individuals who act as advocates for new ideas and methods 9. Have an involved, engaged leadership 10. Recognize the interdependence of units and have a systems’ perspective Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 Summary • We investigated formal systems and structures to see how they influence change and how they can be worked to advance change. • We explored systems and structures related to the approval process and how to work with, through, and around them. • We explored how formal systems and structures can be used to advance acceptance of the change. • We addressed the desirability of adaptive change in formal systems and structures. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 32 7/5/23, 11:31 AM Operations Management Name Discussion 25 Description 25 points Rubric Detail Levels of Achievement Criteria Exceeds Expectations Meets Expectation Some Expectations Unsatisfactory Quantity 5 to 6 points 3 to 4 points 1 to 2 points 0 to 0 points Initial post and two other posts of substance. Initial post and one other post of substance. Initial post only. Did not participate. 5 to 6 points 3 to 4 points 1 to 2 points 0 to 0 points Demonstrates excellent knowledge of concepts, skills, and theories relevant to the topic. Demonstrates knowledge of concepts, skills, and theories. Demonstrates satisfactory knowledge of concepts, skills, and theories. Did not participate. 5 to 6 points 3 to 4 points 1 to 2 points 0 to 0 points Discussion post(s) exceed expectations in terms of support provided and extend the discussion. Discussion post(s) meet expectations in terms of support provided. Statements are satisfactory in terms of support provided. Did not participate. 6 to 7 points 4 to 5 points 1 to 2 points 0 to 0 points Writing is well organized, clear, concise, and focused; no errors. Some significant but not major errors or omissions in writing organization, focus, and clarity. Numerous significant errors or omissions in writing organization, focus, and clarity. Did not participate. Content Support Writing View Associated Items https://lms.seu.edu.sa/webapps/rubric/do/course/manageRubrics?dispatch=view&context=course&rubricId=_77298_1&course_id=_39832_1 1/2 7/5/23, 11:31 AM Operations Management Print Close Window https://lms.seu.edu.sa/webapps/rubric/do/course/manageRubrics?dispatch=view&context=course&rubricId=_77298_1&course_id=_39832_1 2/2
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