Principles of Management
by Mason Carpenter, Talya Bauer, Berrin Erdogan
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- Section 1: Who Are Managers?
- Section 2: Leadership, Entrepreneurship, and Strategy
- Section 3: Planning, Organizing, Leading, and Controlling
- Section 4: Economic, Social, and Environmental Performance
- Section 5: Performance of Individuals and Groups
- Section 6: Your Principles of Management Survivor’s Guide
- Chapter 2: Personality, Attitudes, and Work BehaviorsPrint Chapter|
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- Section 1: Strategic Management in the P-O-L-C Framework
- Section 2: How Do Strategies Emerge?
- Section 3: Strategy as Trade-Offs, Discipline, and Focus
- Section 4: Developing Strategy Through Internal Analysis
- Section 5: Developing Strategy Through External Analysis
- Section 6: Formulating Organizational and Personal Strategy With the Strategy Diamond
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- Section 1: The Nature of Goals and Objectives
- Section 2: From Management by Objectives to the Balanced Scorecard
- Section 3: Characteristics of Effective Goals and Objectives
- Section 4: Using Goals and Objectives in Employee Performance Evaluation
- Section 5: Integrating Goals and Objectives with Corporate Social Responsibility
- Section 6: Your Personal Balanced Scorecard
- Chapter 7: Organizational Structure and ChangePrint Chapter|
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- Section 1: The Changing Role of Strategic Human Resource Management in Principles of Management
- Section 2: The War for Talent
- Section 3: Effective Selection and Placement Strategies
- Section 4: The Roles of Pay Structure and Pay for Performance
- Section 5: Designing a High-Performance Work System
- Section 6: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
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Organizational Structure and Change
Figure 7.1.
The structures of organizations vary and influence the ease or challenge of organizational performance and change.
What’s in It for Me?
Reading this chapter will help you do the following:
Define organizational structure and its basic elements.
Describe matrix, boundaryless, and learning organizations.
Describe why and how organizations change.
Understand reasons why people resist change, and strategies for planning and executing change effectively.
Build your own organizational design skills.
Figure 7.2. The P-O-L-C Framework
Creating or enhancing the structure of an organization defines managers’ Organizational Design task. Organizational design is one of the three tasks that fall into the organizing function in the planning-organizing-leading-controlling (P-O-L-C) framework. As much as individual- and team-level factors influence work attitudes and behaviors, the organization’s structure can be an even more powerful influence over employee actions.
Citation Information
APA Format:Erdogan, Berrin., Bauer, Talya., and Carpenter, Mason., Principles of Management. Retrieved Sep 2, 2010 from http://www.flatworldknowledge.com/node/28982 .
MLA Format:Erdogan, Berrin, Bauer, Talya, , and Mason Carpenter. Principles of Management. 1969 . Flat World Knowledge. 2 Sep, 2010. <http://www.flatworldknowledge.com/node/28982> .
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