Chapter 9
- Can organization’s structure be changed quickly? Why or why not? Should it be changed quickly? Explain.
An organization can change its structure depending on its size. It is more difficult to rapidly change the structure of a larger organization than a smaller organization. Smaller organizations can change their structure quickly since they have fewer employees and, resources. Larger organizations cannot change their structures quickly. Such organizations have employees who are used to carrying out their duties in a particular way. Formation of habits makes employees get used to working within the existing structure. When such an organization attempts to introduce structural changes, it becomes difficult for the employees to adjust their habits and expectations. Probably, the employees would reject such changes and, this would throw the operations of the organization into chaos. Therefore, an organization should change its structure gradually to give the employees time to adapt to the new system.
- Researchers are now saying that efforts to simplify work tasks actually have negative results for both companies and their employees. Do you agree? Why or why not?
Job simplification involves breaking down a job into smaller components and, then each component is assigned to different workers as a whole job. Simplifying work tasks have negative effects for both the company and, the employee. Simplification of the work into different components makes the employee who used to handle the whole work feel out of the job and, find a new job less satisfying and, less demanding. Hence, such employees will record lower ratings in their performance and, lower work satisfaction. In the long run, this will result in lower productivity of the organization and, hence, affecting its growth.
- With the availability of advanced information technology that allows an organization’s work to be done anywhere, anytime, is organizing still an important managerial function? Why or why not?
Advancement in information technology has played a significant role in the core functions of management, including organizing. Organizing is still a crucial managerial function since it provides the techniques for implementing organization’s plans. It gives direction on how an organization can better utilize the available technology to improve productivity. Technology will be available but without clear plans on how to implement it, it will be of no use. Hence, organizing is still a very important function of management.
Chapter 11
- Why might a manager want to stimulate conflict in a group or a team? How could conflict be stimulated?
In an organization, a team or group that appears harmonious and, peaceful is always vulnerable to unresponsiveness and, stagnation. A manager would stimulate conflict in such a group. Conflicts provide the group members with an opportunity to discuss and, come up with conflict resolution strategies. Hence, it will make the team work harder and, improve critical and creative thinking and, innovation. A manager would stimulate conflict by creating a task-oriented disagreement within the group.
- “To have a successful team, first find a great leader.” What do you think of this statement? Do you agree? Why or why not?
I fully agree that a successful team needs a great leader. A great leader sets the pace for the team and, creates an environment that allows team members to interact freely and, share their views. The leader should take control of the team, continuously remind the team members to focus on their mission and, offer guidance where necessary. An individual committed to seeing the team achieve results and is accountable for leading the team towards the successful attainment of the set goals is a great leader. A great leader is also a team player. Hence, the team is guaranteed success when under the control of a great leader.
- A 20-year study done at Stanford University found that one quality fast-track executives had was the ability to function well as a member of a team. Do you think that everyone should be expected to be a team player, given the trends we are seeing in the use of teams? Discuss.
One of the greatest qualities an individual can exhibit to achieve growth in the career path is teamwork. Being a team player is a responsibility that each person should endeavor. Being a good team player involves both physical and, emotional commitments to the team and, participating openly and actively in the team’s operations and, the pursuit of the team’s objectives. As an individual, it is vital for one to be dependable. Most importantly, a team player should be willing to be personally responsible for his or her commitments to the group. Hence, when each person in the team focuses on the goals of the team, teamwork dynamics will be achieved.
Chapter 12
- Can a low-level employee be a change agent? Explain.
A change agent refers to an individual responsible for starting change and, taking accountability in managing that change on behalf of the organization. Low level employees can be change agents for the organization since they are familiar with the operations of the organization, and; hence, they exhibit certain influence and, power. Moreover, most low level employees always work hard to impress the organization’s management and, improve the entire team’s performance. Hence, with that effort, a junior employee can lead in bringing change to an organization.
- How are opportunities, constraints, and demands related to stress? Give an example of each.
Stress is a condition where a person faces opportunities, constraints and demands which present an outcome that is uncertain for the person’s desires. Stress is directly related to opportunities, demands and constraints. An individual handles stress by either fight or flight. A person can decide to tackle the cause of the stress face-to-face or run away and, ignore the cause of the stress. For example, an opportunity to get promotion at the workplace may occur. Such an opportunity can occur in a very limited time frame and, one may miss it. Such missed opportunity causes negative feelings that lead to stress. Demands are the things we have to do daily. For instance, achieving daily set targets at work is a demand. Due to resource and time limitation, one may fail to meet the daily targets. Such demands can create stress. Finally, constraints are the restrictions we face in life. Such restrictions may inhibit our leisure activities which in turn provoke negative feelings, and, hence, causing stress.
3. Planned change is often thought to be the best approach to take in organizations. Can unplanned change ever be effective? Explain.
Change is a continuous process. Organizational change is meant to improve service delivery, efficiency and, effectiveness of flow of operations. The process of initiating change requires a well examined process. Unplanned change is always not well examined and, hence, cannot be effective.
