Resumen Organizaciones Design Change y No Seque

nMODULO 1: DEF ORG. Chapter 1 – ORGANIZATIONS AND ORGANIZATIONAL EFFECTIVENESS

ORGANIZATION: A tool used by people to coordinate their actions to obtain something they desire or value.
ENTREPRENEURSHIP: The process by which people recognize opportunities to satisfy needs, and then gather and use resources to meet those needs. 2) People who recognize and take advantage of opportunities to usetheir skills and competences to create value.

HOW THOSE AN ORGANIZATION CREATE VALUE:
1. Organizations Inputs: Org obtain inputs from its environment.
(Raw materials, money and capital, HHRR, information and knowledge)
2. Organizations Conversion Process: Org transform inputs and add value to them.
(Machinery, computers, human skills and abilities)
3. Organizations Outputs: Org.releases outputs to its environment.
(Finished goods, services, dividends, salaries, value for stakeholders)
1-3. Organizations Environment: Sales of output allow org. to obtain new supplies of inputs.

WHY DO ORGANIZATIONS EXIST
The use of an organization allows people jointly to:
* Increase specialization and division of labor
* Manage the external environment
* Exert power andcontrol
Which increases value that an org. can create.

ECONOMIES OF SCALE: Cost savings that result when g&s are produced in large volumes on production lines.
ECONOMIES OF SCOPE: Cost savings that result when an organization is able to use underutilized resources more effectively because they can be shared across different products or tasks.
TRANSACTION COSTS: The costs associated withnegotiating, monitoring, and governing exchanges between people.

OT: ORGANIZATIONAL THEORY: The study of how org. function and how they affect and are affected by the environment in which they operate.

Organizational Structure: The formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals.
* Is aresponse to contingencies involving the environment, technology and HHRR.
* Evolves as organization grows and differentiates.
* Can be managed and changed through the process of OD.
Organizational Design & Change:
ORG DESIGN: The process by which managers select and manage various dimensions and components of organizational structure and culture so that an org. can control theactivities necessary to achieve its goals.
ORG CHANGE: The processes by which org. redesign their s&c to move from their present state to some desired future state to increase their effectiveness.
- Balance the needs of the org. to manage external and internal pressures so that it can survive in the long run.
- Allows an org. to continually redesign and transform its structure and culture torespond to a change in the global environment.
Organizational Culture: The set of shared values and norms that controls organizational members interactions with each other and with people outside the org.
* Controls coordination and motivation; shapes the behavior of people and the org.
THE IMPORTANCE OF ORGANIZATIONAL DESIGN AND CHANGE
1. Dealing with CONTINGENCY: An event that mightoccur and must be planned for.
(Environmental change, competitor uses technology in an innovative way)
2. Gaining COMPETITIVE ADVANTAGES: The ability of one company to outperform another is because its managers are able to create more value from the resources at their disposal.
CORE COMPETENCES: Managers skills and abilities in value-creating activities.
STRATEGY: The specific pattern ofdecisions and actions that managers take to use core competences to achieve a competitive advantage and outperform competitors.
3. Managing Diversity
(Differences in race, gender and national origin of org. members have important implications for the values of an orgs culture and effectiveness)
4. Promoting Efficiency, Speed and Innovation

The consequence of poor organizational design is...