ÖRGÜT KURAMI VE TASARIMI - Deneme Sınavı - 15

Architectural innovation combines technological and business model disruptions.

Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products.

The key mechanism of invention is exploration, which includes things represented by words such as search, variation, risk-taking, experimentation,

Implementation, whose key mechanism is exploitation, refers to the widespread acceptance of the innovation.

Technological change refers to changing the hardware of the work and skills and knowledge of employees.

Structural change refers to any change in the patterned or regularized aspects of the relationships among participants in the organization.

The steps of change management are assessing the need for change, deciding on the change to make, implementing the change, and evaluating the change.

Planned change models view development as a repetitive sequence of goal formulation, implementation, evaluation, and modification of a pictured end state based on what was learned or intended by the people involved.

After deciding the change to make, managers decide whether the change will be top-down or bottom-up.

Investing in new equipment, changing price policy, and designing new education and training programs are some examples of changes in functional strategies.

Mergers and acquisitions, outsourcing, and entering strategic alliances (franchising, equity alliance, joint venture, etc.) are the most common corporate change attempts.

Based on a review of cultural approaches Mats Alvesson from the Lund University of Sweden concludes that culture has specific characteristics , such as: culture is not a rational and analytical phenomenon; it is more of an integrative, subjective, and emotional phenomenon.

This means it is quite simple to predict the future and to organize internal activities accordingly under such environmental conditions. Therefore, it is not so meaningful to adopt a structural design that can increase level of creativity and innovation for such organizations. It is possible to state that principles of classical management are most fit with the organizations operating in a stable environment since achieving maximum efficiency is a prerequisite to survive. These mechanic structures are characterized by high levels of formalization- rules, procedures, guidelines, instructions and written communication-, routine tasks – standardization of production processes-, vertical design focus to increase control, rigid culture which favors accomplishments of predefined tasks and competitive behavior towards rivals. Whereas, it was observed that the electronic manufacturers in the same research preferred completely different organizational design. Learning and creativity become vital when organizations face with turbulent environments

From the sociological perspective, subculture is defined as groups sharing overall cultural values of the society but diverges from these groups by holding different values brought by their lifestyles, values, and norms.

Disadvantages of having strong organizational culture are: 1.Makes mergers & acquisition harder. 2.Only attracts the same type of people thus diminishes organizational diversity. 3.Creates organizational inertia. 4.Decreases organization’s environmental adaptability potential.

Some essential characteristics of healthy organizational culture are listed below: • All members of the organization are empowered and held accountable. • Employees are encouraged to take risks within set limits. • Searching for better alternatives about how jobs to be done is the norm • Mistakes are tolerated to some degree and treated as a learning opportunity.

Basic assumptions are the most inner level and are said to be the core of organizational culture. Basic assumptions have a substantial influence on employees. Once it is inscribed into their cognitive schema, people tend to act without further scrutiny.

The factors affecting the process of constructing organizational culture are: organizational history, founder and top management team, mission and vision statement, human capital, power relations and authority, communication styles, reward and discipline systems, organizational environment.

Jargon is particular words or expressions used by a profession or group that are difficult for others to understand. If you don’t have education in medical sciences, language spoken at the emergency room may have no meaning. Every profession has its jargon. Doctors, lawyers, accountants have all use their particular language that others can often find it hard to understand.

Ouchi describes three types of organizations which are called Type J, Type A, and finally Type Z. Type J depicts features of the typical one of which is slow evaluation and promotion.

The decision-making process generally involves a number of aspects such as being active, giving importance to communication and information flow, relying on foresight, having a plan, generating alternative expenses, and incorporating a problem-solving process. The process becomes more complicated when it transforms from individual decision-making into organizational decision-making.