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Mgt404 question 3

Description

# Please I need this assignment within 48 hours,

# Should not have a “”plagiarism””

# Follow the “General Instructions” in the Assignment

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬

Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 3
Organization Design and Development (MGT 404)
Due Date: 06/12/2025 @ 23:59
Course Name:

Student’s Name:

Course Code: MGT404

Student’s ID Number:

Semester: First

CRN:
Academic Year:2025-26-1st

For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
Marks Obtained/Out of 10

Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•

Restricted – ‫مقيد‬

The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

Learning Outcomes:
1. Describe the basic steps of the organizational development process.
2. Evaluate the strategic role of change in the organization and its impact on
organizational performance.

Assignment Question(s):
Cisco Systems: Evolution of Structure
OVERVIEW
The evolution of Cisco from a university campus networking solution to a global
technology leader has been a dynamic process. The speed of technological innovation
means that managers are already talking about the “next new thing” during the launch of
each new product or service. Parallel with the rapid technological evolution at Cisco are
the changes in organizational structure. As Cisco expanded, visionary John Chambers
was brought in as CEO, and he expanded the company into advanced technologies. By
2000, Cisco had attained a brief designation as the world’s most valuable company. Will
the evolution of Cisco continue? And if so, what will it look like? Company history
indicates that, just as a quick response is needed in the rapid evolution technology
products and services, the company must remain aware of structural changes needed
within the organization to maintain its leadership position.

DISCUSSION QUESTIONS TO ASSIGN

1. Discuss the organizational structure at Cisco Systems. (2 Marks)
2. What design changes were needed? (2 Marks)
3. How did globalization affect Cisco’s structure? (3 Marks)
4. How has Cisco’s structure continued to evolve? (3 Marks)

Note:
•
•

Restricted – ‫مقيد‬

You must include at least 5 references.
Format your references using APA style.

Restricted – ‫مقيد‬

Answers
1. Answer2. Answer3. Answer-

Restricted – ‫مقيد‬

CHAPTER

10
Interpersonal and Group
Process Approaches
‫أساليب التعامل مع األشخاص‬
‫والمجموعات‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Understand the diagnostic issues associated with

interpersonal relations and group dynamics
interventions.
 Illustrate the principles of the process consultation

intervention.
 Describe the process of third-party conflict

resolution.
 Discuss and evaluate the core organization

development (OD) intervention of team building.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Process Interventions
‫التدخالت العملية‬
A set of activities on the part of the consultant that
helps group members understand, diagnose, and
improve their behaviors to devise more effective ways of
working.
Interventions are aimed at helping the group become
better able to use its own resources to identify and solve
interpersonal problems and devise more effective ways
of working.
‫مجموعة من األنشطة من جانب االستشاري تساعد أعضاء المجموعة على فهم وتشخيص وتحسين‬
.‫سلوكياتهم الستنباط طرق أكثر فعالية للعمل‬
‫تهدف التدخالت إلى مساعدة المجموعة على أن تصبح أكثر قدرة على استخدام مواردها الخاصة لتحديد‬
.‫ المشكالت الشخصية واستنباط طرق أكثر فاعلية للعمل‬3‫وحل‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Process Consultation ‫عملية التشاور‬
 Definition
 The creation of a relationship that permits the client to

perceive, understand, and act on the process events
 An approach that helps people and groups help

themselves
‫ إنشاء عالقة تتيح للعميل إدراك أحداث العملية وفهمها والتصرف فيها‬:‫التعريف‬



‫نهج يساعد الناس والمجموعات على مساعدة أنفسهم‬



 Group Process Issues
 Communications

 The functional roles of group members
 Group problem solving and decision making
 Group norms

 Leadership and authority
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Basic Process Interventions
‫التدخالت العملية األساسية‬
 Individual Interventions
 Aimed at helping people better communicate

with others
 Johari Window
 Group Interventions
 Aimed at the process, content or structure of

the group
‫التدخالت الفردية‬
‫تهدف إلى مساعدة الناس على التواصل بشكل أفضل مع اآلخرين‬
‫نافذة جوهري‬
‫تدخالت المجموعة‬
‫تهدف إلى عملية أو محتوى أو بنية المجموعة‬







5

Johari Window
Unknown to Others

Known to Others

Hidden
Spot

Open
Window

Known to
Self

Unknown
Window

Blind
Spot

Unknown
to Self

6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Improving Communications
Using the Johari Window
Unknown to Others
Reduce
Hidden Area
through
Disclosure to
Others

Known to Others

Open
Window

Reduce Blind Spot
through Feedback from
Others

Known to
Self

Unknown
to Self
7

Third-Party Interventions
‫تدخالت الطرف الثالث‬
 Activities that focus on interpersonal

conflicts within the organization
 Interventions help involved parties interact
with each other directly, facilitating
diagnosis of the conflict and its resolution
‫ األنشطة التي تركز على النزاعات الشخصية داخل‬
‫المنظمة‬
‫ تساعد التدخالت األطراف المعنية على التفاعل مع‬
‫ مما يسهل تشخيص‬، ‫بعضها البعض بشكل مباشر‬
‫النزاع وحله‬
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Cyclical Model of Interpersonal Conflict

Behavior

Triggering
Event

Issues

Triggering
Event

Issues
Consequences

Episode 1

Behavior

Consequences

Episode 2

9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Strategies for Conflict Resolution
‫استراتيجيات حل النزاعات‬
 Determine a clear understanding of the

triggering factors and prevent the conflict
through mandate
 Set limits on the timing and extent of the
conflict
 Help the parties to cope differently with
the conflict
 Attempt to eliminate or resolve the basic
issues in the conflict
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Team Building Activities
‫أنشطة بناء الفريق‬
 Determine the Intervention Target
 One or more individuals
 A group’s operation and behavior

 A group’s relationships with the rest of the

organization
 Determine the Intervention Orientation
 Diagnostic
 Developmental

11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Types of Teams ‫أنواع الفرق‬
 Groups reporting to the same manager
 Groups involving people with common goals
 Temporary groups formed to accomplish a

specific, one-time task
 Groups consisting of people whose work roles
are interdependent
 Groups with no formal links but whose collective
purpose requires coordination

12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Focus of Team Building Interventions
‫التركيز على التدخالت بناء الفريق‬
 Individual Behavior in the Group
 Alter the group’s ongoing processes by focusing on the

behaviors and attitudes of individual members
 Group Operation and Behavior
 An inward look by the team at its own performance,

behavior and culture for the purpose of improving
effectiveness
 Group Relationships with the Organization
 Understand the group’s role within the organization

including interaction, support, and collaboration
 Manager’s Role
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER

11
Organization Process
Approaches
‫نهج عملية المنظمة‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Understand the diagnostic issues associated with

organization-wide process interventions.
 Demonstrate the organization confrontation

meeting.
 Compare the intergroup relations interventions of

microcosm groups and intergroup conflict.
 Describe and evaluate the effectiveness of large-

group interventions.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Diagnostic Issues in Organization Process
Interventions
‫مشاكل التشخيص في التدخالت العملية المنظمة‬
Organization process approaches are driven
by diagnostic data collected at the
organization level.
OD practitioners should be able to clearly
articulate a sound business case as to how
the environmental pressures or organization
design features constraining current
effectiveness will be addressed by the process
intervention.
.‫تعتمد أساليب عملية التنظيم على البيانات التشخيصية التي يتم جمعها على مستوى المؤسسة‬

‫يجب أن يكون ممارسو التطوير التنظيمي قادرين على توضيح حالة عمل سليمة بوضوح حول كيفية معالجة الضغوط‬
.‫البيئية أو ميزات تصميم المؤسسة التي تقيد الفعالية الحالية من خالل تدخل العملية‬
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Organization Confrontation Meeting
‫اجتماع مواجهة المنظمة‬
The confrontation meeting is an intervention
designed to mobilize the resources of the
entire organization to identify problems, set
priorities and action targets and begin
working on identified problems.

‫اجتماع المواجهة عبارة عن تدخل يهدف إلى تعبئة موارد‬
‫المنظمة بأكملها لتحديد المشكالت وتحديد األولويات‬
‫وأهداف العمل وبدء العمل على حل المشكالت المحددة‬

4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Confrontation Meeting Process
Schedule the Meeting
Create groups representing
multiple perspectives
Set ground rules

Groups identify problems
and opportunities

Report out to the
large group

Create a master list
Form problem-solving
groups

Rank the issues and
opportunities, develop an
action plan, specify timetable

Provide periodic reports
to large group
5

Intergroup Relations Interventions
‫تدخالت العالقات بين المجموعات‬
 The quality of group relationships in an

organization can affect how well the
organization performs
 Two major interventions
 Microcosm Groups
 Resolving Intergroup Conflict

‫ يمكن أن تؤثر جودة عالقات المجموعة في المؤسسة على‬
‫مستوى أداء المؤسسة‬
‫ اثنين من التدخالت الرئيسية‬
‫ مجموعات مصغرة‬
‫ حل الصراع بين المجموعات‬
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Microcosm Groups
‫مجموعات مصغرة‬
 Small groups that solve problems in the

larger system
 Small group member characteristics must
reflect the issue being addressed (e.g., if
addressing diversity, group must be
diverse)
 Primary mechanism for change is “parallel
processes”
‫المجموعات الصغيرة التي تحل المشكالت في النظام األكبر‬
، ‫ إذا كانت معالجة التنوع‬، ‫يجب أن تعكس خصائص أعضاء المجموعة الصغيرة المشكلة التي يتم معالجتها (على سبيل المثال‬
)‫يجب أن تكون المجموعة متنوعة‬
“‫اآللية األساسية للتغيير هي “العمليات الموازية‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.






Microcosm Group Process
‫عملية مجموعة مصغرة‬
 Identify an issue
 Convene the microcosm group

 Provide group training
 Address the issue in the group
 Dissolve the group

‫ تحديد مشكلة‬
‫ عقد المجموعة المصغرة‬
‫ توفير التدريب الجماعي‬
‫ معالجة المشكلة في المجموعة‬
‫ حل المجموعة‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Resolving Intergroup Conflict‫حل الصراع بين‬
‫المجموعات‬
 Groups and consultant convene to address issues
 Groups are asked to address three questions
 What qualities/attributes best describe our group?
 What qualities/attributes best describe their group?
 How do we think the other group will describe us?

 Groups exchange and clarify answers

 Groups analyze the discrepancies and work to

understand their contribution to the perceptions
 Groups discuss discrepancies and contributions
 Groups work to develop action plans on key areas
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Large Group Interventions
‫تدخالت المجموعة الكبيرة‬
 Focus on issues affecting the whole organization or

large segments of it, such as developing new products
or services, responding to environmental change or
introducing new technology
‫ مثل تطوير منتجات أو خدمات‬، ‫ركز على المشكالت التي تؤثر على المؤسسة بأكملها أو شرائح كبيرة منها‬
‫جديدة أو االستجابة للتغير البيئي أو إدخال تكنولوجيا جديدة‬



 Various Change Programs

Search Conferences
 Open-Space Meetings
 Open-Systems Planning
 World Cafés
 Decision Accelerators
 Appreciative Inquiry Summits


Large Group Meeting Assumptions
‫افتراضات اجتماع المجموعة الكبيرة‬
 Organization members’ perceptions play a major

role in environmental relations
 Organization members must share a common
view of the environment to permit coordinated
action toward it
 Organization members’ perceptions must
accurately reflect the condition of the
environment if organizational responses are to be
effective
 Large group processes must create conditions for
ownership and commitment
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Large Group Meeting Process
‫عملية اجتماع المجموعة الكبيرة‬
 Preparing for the large-group meeting
 Identify a compelling meeting theme
 Select appropriate stakeholders to participate

 Develop relevant tasks to address meeting theme

 Conducting the meeting
 Open Systems Methods
 Open Space Methods
 Positive Methods

 Following up on the meeting outcomes
12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Open-Systems Methods
‫أساليب النظم المفتوحة‬
 Map the current environment facing the organization
 Assess the organization’s responses to the

environmental expectations
 Identify the core mission of the organization
 Create a realistic future scenario of environmental

expectations and organization responses
 Create an ideal future scenario of environmental

expectations and organization responses
 Compare the present with the ideal future and

prepare an action plan for reducing the discrepancy
13
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Open-Space Methods‫أساليب الفضاء المفتوح‬
 Set the conditions for self-organizing
 Announce the theme of the session
 Establish norms for the meetings

 The “Law of Two Feet”
 The “Four Principles”

– “Whoever comes are the right people.”

– “Whatever happens is the only thing that could have.”
– “Whenever it starts is the right time.”

– “When it is over, it is over.”

 Participants create the agenda
 Coordinate activity through information postings
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Positive Methods‫طرق إيجابية‬
 Discover the organization’s positive core
 Dream about and envision a more desired and

fulfilling future
 Design the structural and systems arrangements
that will best reflect and support the vision or
dream
 Create the specific action plans that will fulfill the
organization’s destiny
‫ اكتشف جوهر المنظمة اإليجابي‬
‫ تحلم وتصور مستقبل أكثر رغبة والوفاء‬
‫ صمم الترتيبات الهيكلية واألنظمة التي تعكس الرؤية أو الحلم‬
‫وتدعمها على أفضل وجه‬
‫ ضع خطط عمل محددة تفي بمصير المنظمة‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER

12
Restructuring
Organizations
‫إعادة هيكلة المنظمات‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Describe the most common organization

structures used today and understand their
strengths and weaknesses.
 Present the process of downsizing.
 Describe and evaluate the reengineering

intervention.
‫ صف الهياكل التنظيمية األكثر شيو ًعا المستخدمة اليوم وفهم مواطن القوة‬
.‫والضعف فيها‬
.‫تقديم عملية تقليص حجمها‬



.‫ وصف وتقييم تدخل إعادة الهندسة‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Contingencies Influencing Structural Design

Environment

Organization
Size

Structural
Design

Organization
Strategy

Technology
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Functional Structure
President

Research

VP
VP
Manufacturing Engineering

VP
Marketing

VP
Finance

VP
Human
Resources

4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Functional Structure
Advantages

Disadvantages

Contingencies

• Promotes and develops technical specializations
• Reduces duplication of scarce resources and supports flexible deployment
• Enhances career development for specialists within large departments
• Facilitates communication and performance as superiors share expertise
with subordinates
• Supports the development of common processes

• Emphasizes routine tasks; encourages short time horizons
• Fosters narrow perspectives by managers, not business metrics and broader
criteria for decision making
• Processes cut across functions making coordination and scheduling more
difficult
• Obscures accountability for overall outcomes; managers and employees may
not have a line of sight to business
• Difficulty developing general management capability
• Stable and certain environment
• Small- to medium-size
• Routine technology, interdependence within functions
• Goals of efficiency and technical quality
5

The Divisional Structure
President

Manager
Sales

VP
Product A

VP
Product B

Manager
Manufacturing

Manager
Research

VP
Product C

6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Divisional Structure
 Recognizes sources of interdepartmental dependencies, reduces complexity
 Allows diversification an expansion of skills and training

Advantages

 Ensures accountability by departmental managers; promotes delegation of

authority
 Heightens departmental cohesion and involvement in work
 May use skills and resources inefficiently; difficult to coordination across

Disadvantages

divisions
 Limits career advancement by specialists to movements out of their
departments
 Impedes specialist’s exposure to others; hard to create common processes
 Puts multiple-role demands on people and so creates stress
 Line of sight is to business; divisional objectives over organization objectives
 Unstable and uncertain environments

Contingencies

 Large size

 Technological interdependence across functions
 Goals of product specialization and innovation
7

The Matrix Structure
 Makes specialized, functional knowledge available to all projects
 Use people flexibly

Advantages

 Maintains consistency by forcing communication between managers
 Recognizes and provides mechanisms for dealing with legitimate, multiple

sources of power
 Can adapt to environmental changes
 Can be difficult to implement

 Increases role ambiguity, stress, and anxiety
 Performance is lowered without power balancing between projects and

Disadvantages

functions
 Makes inconsistent demands and can promote conflict and short-term crisis

orientation
 May reward political skills over technical skills
 Dual focus on unique product demands and technical specialization

Contingencies

 Pressure for high information-processing capacity
 Pressure for shared resources
9

The Process-Based Structure
 Focuses resources on customer satisfaction
 Improves speed and efficiency
 Adapts to environmental change rapidly

Advantages

 Reduces boundaries between departments
 Increases ability to see total work flow

 Enhances employee involvement
 Lowers costs dues to overhead

 Can threaten middle managers and staff specialists
 Requires changes in command-and-control mindsets

Disadvantages

 Duplicates scarce resources
 Requires new skills and knowledge to manage lateral relationships and teams
 May take longer to make decisions in teams
 Can be ineffective if wrong processes are identified

 Uncertain and changing environments

Contingencies

 Moderate to large size
 Non-routine and highly interdependent technologies

 Customer-oriented goals
11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Customer-Centric Structure
CEO
Human
Resources

Finance

R&D

Support Groups

Market Facing

Product 1

Customer
Segment Team

Product 2
Service 1

Customer
Segment Team

Service 2
Manufacturing
Services

Customer
Team
12

Comparing Product-Centric
with Customer-Centric Structures
Organization
Feature

Product-Centric

Customer-Centric

Goal

Best product for
customer

Best solution for customer

Source of Value

New products, new
features

Customized bundles of
products, services, support,
education and consulting

Core Structures

Product teams, product
reviews, product profit
centers

Customer teams and
segments, customer P&L’s

Core Processes

New-product process

Customer relationship
management processes and
integration/solutions
13

The Customer-Centric Structure
 Presents one integrated face to the customer

Advantages

 Generates a deep understanding of customer requirements
 Enables organization to customize and tailor solutions for customers
 Builds a robust customer response capability

 Customer teams can be too inwardly focused

 Sharing learnings and developing functional skills is difficult

Disadvantages

 Managing lateral relations between customer-facing and back office units is

difficult
 Developing common processes front and back is problematic
 Clarifying the marketing function is problematic

 Highly complex and uncertain environments

Contingencies

 Large Organizations
 Goals of customer focus and solutions orientation
 Highly uncertain technologies
14

The Network Structure
Designer
Organization

Producer
Organization
Broker
Organization

Supplier
Organization

Distributor
Organization

15
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Types of Network Markets‫أنواع أسواق الشبكة‬
 Internal Market Network

 Vertical Market Network
 Intermarket Network
 Opportunity Network

‫ شبكة السوق الداخلية‬
‫ شبكة السوق العمودي‬
Intermarket ‫ شبكة‬
‫ شبكة الفرص‬

16
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The Network-Based Structure
 Enables highly flexible and adaptive responses

 Creates a “best of the best” firm to focus resources on customer and market

Advantages

needs
 Each organization can leverage a distinctive competency
 Permits rapid global response
 Can produce “synergistic” results

 Difficulty managing lateral relationships across autonomous organizations

Disadvantages

 Difficulty motivating members to relinquish autonomy to join network
 Sustaining membership and benefits can be problematic
 May give partners access to proprietary knowledge and technology

 Highly complex and uncertain environments

Contingencies

 Organizations of all sizes
 Goals of organizational specialization and innovations
 Highly uncertain technologies
17

The Downsizing Process ‫عملية تقليص حجم‬
 Clarify the organization’s strategy
 Assess downsizing options and make

relevant choices
 Implement the changes
 Address the needs of survivors and those
who leave
 Follow through with growth plans
‫وضح إستراتيجية المنظمة‬
‫تقييم خيارات تقليص الحجم واتخاذ الخيارات ذات الصلة‬
‫تنفيذ التغييرات‬
‫تلبية احتياجات الناجين وأولئك الذين يغادرون‬
‫متابعة من خالل خطط النمو‬







18

Three Downsizing Tactics
Downsizing Tactic

Characteristics

Examples

Workforce reduction



Reduces headcount
 Short-term focus
 Fosters transition



Organization redesign



Changes
organization
 Medium-term focus
 Fosters transition
and transformation



Systemic redesign



Changes culture
 Long-term focus
 Fosters
transformation



Attrition
 Retirement/buyout
 Layoffs
Eliminates functions,
layers, products
 Merge units
 Redesign tasks
Change
responsibilities
 Foster continuous
improvement
 Downsizing is normal
19

The Reengineering Process
‫عملية إعادة الهندسة‬
Prepare the organization
 Specify the organization’s strategy and objectives
 Fundamentally rethink the way work gets done








Identify and analyze core business processes
Define performance objectives
Design new processes

Restructure the organization around the new business
processes
‫تحضير المنظمة‬
‫حدد إستراتيجية وأهداف المنظمة‬
‫إعادة التفكير بشكل أساسي في طريقة إنجاز العمل‬
‫تحديد وتحليل العمليات التجارية األساسية‬
‫تحديد أهداف األداء‬
‫تصميم عمليات جديدة‬
‫إعادة هيكلة المؤسسة حول العمليات التجارية الجديدة‬








20

Characteristics of Reengineered Organizations
‫خصائص المنظمات المعاد هندستها‬


Work units change from functional departments to
process teams



Jobs change from simple tasks to multidimensional
work



People’s roles change from controlled to empowered



The focus of performance measures and compensation
shifts from activities to results



Organization structures change from hierarchical to flat



Managers change from supervisors to coaches;
executives change from scorekeepers to leaders
21

CHAPTER

13
Employee
Involvement
‫ادخال الموظفين‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Define the principles of employee

involvement and describe its relationship to
performance.
 Compare three employee involvement

interventions: parallel structures, total
quality management, and high-involvement
organizations.
.‫حدد مبادئ مشاركة الموظف ووصف عالقتها باألداء‬



.‫ والمنظمات عالية المشاركة‬، ‫ وإدارة الجودة الشاملة‬، ‫ الهياكل الموازية‬:‫قارن ثالثة تدخالت إشراك الموظفين‬



2
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Overview of Employee Involvement
‫نظرة عامة على مشاركة الموظف‬
 Employee involvement seeks to increase members’

input into decisions that affect organization
performance and employee well-being
 Employee involvement (EI) is the broad term for
diverse approaches to gain greater participation in
relevant workplace decisions
‫ تسعى مشاركة الموظف إلى زيادة مساهمة األعضاء في القرارات‬
‫التي تؤثر على أداء المنظمة ورفاه الموظفين‬
‫مصطل ًحا واسعًا للنُهج المتنوعة لكسب‬EI) ( ‫ تعد مشاركة الموظف‬
‫مشاركة أكبر في القرارات المتعلقة بمكان العمل‬

3
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Definition of Employee Involvement
‫تعريف مشاركة الموظف‬
 Power
 Extent to which influence and authority are pushed

down into the organization
 Information
 Extent to which relevant information is shared with

members
 Knowledge and Skills
 Extent to which members have relevant skills and

knowledge and opportunities to gain them
 Rewards
 Extent to which opportunities for internal and external

rewards are tied to effectiveness
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

How EI Affects Productivity
‫كيف تؤثر‬EI ‫على اإلنتاجية‬
Improved
Communication
and
Coordination

Employee
Involvement
Intervention

Improved
Motivation

Improved
Productivity

Improved
Capabilities

5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Secondary Effects of EI on Productivity
‫اآلثار الثانوية للذكاء على اإلنتاجية‬
Employee
Well-Being and
Satisfaction

Employee
Involvement
Intervention

Attraction and
Retention

Productivity

6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Employee Involvement Interventions
‫تدخل الموظف التدخالت‬
Application

Power

Information

Knowledge/
Skill

Rewards

Parallel Structures

Low

Moderate

Low

High Involvement
Organizations

High

Total Quality
Management

High

7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Parallel Structures Application Stages
‫مراحل تطبيق الهياكل الموازية‬
 Define the parallel structure’s purpose and

scope
 Form a steering committee
 Communicate with organization members
 Form employee problem-solving groups
 Address the problems and issues
 Implement and evaluate the changes
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Deming’s Quality Guidelines
‫إرشادات‬Deming ‫للجودة‬


Create a constancy of
purpose



Drive out fear



Break down barriers
between departments



Adopt a new philosophy



End lowest cost
purchasing practices



Take action to accomplish
transformation



Institute leadership



Eliminate empty slogans

Improve processes
constantly and forever



Eliminate numerical
quotas



Cease dependence on mass
inspection



Institute on-the-job
training



Remove barriers to pride in
workmanship



Retrain vigorously

Deming’s Seven Deadly Sins
‫الخطايا السبع المميتة لدمينغ‬
 Lack of constancy of purpose
 Emphasizing short-term profits and immediate

dividends
 Evaluation of performance, merit rating, or
annual review
 Mobility of top management
 Running a company only on visible figures
 Excessive medical costs
 Excessive costs of warranty
10
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TQM Application Stages
‫مراحل تطبيق إدارة الجودة الشاملة‬
 Gain long-term senior management

commitment
 Train members in quality methods
 Start quality improvement projects
 Measure progress
 Rewarding accomplishment
‫الحصول على التزام اإلدارة العليا على المدى الطويل‬
‫تدريب أعضاء في أساليب الجودة‬
‫بدء مشاريع تحسين الجودة‬
‫قياس التقدم‬
‫مكافأة اإلنجاز‬





11

High-Involvement Organizations‫المنظمات‬
‫ذات المشاركة العالية‬
 Flat, lean organization

 Extensive training

structures
 Enriched work designs
 Open information
systems
 Sophisticated
selection and career
systems

programs
 Advanced reward
systems
 Participatively designed
personnel practices
 Conducive physical
layouts

12
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High-Involvement Application Factors
‫عوامل التطبيق عالية المشاركة‬
 Guided by an explicit statement of values that

are strongly held and widely shared by
organization member
 Implementation process is participative with
managers and employees taking active roles
in choosing and implementing the design
features
 ‫تسترشد ببيان صريح للقيم التي يحتفظ بها بقوة ويشاركها‬
‫على نطاق واسع عضو المنظمة‬
 ‫عملية التنفيذ تشاركية مع المديرين والموظفين الذين يقومون‬
‫بأدوار نشطة في اختيار وتنفيذ ميزات التصميم‬
13
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CHAPTER

15
Performance
Management
‫ادارة األداء‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Understand the components of a

performance management system.
 Describe and evaluate the effectiveness of

goal setting interventions in organizations.
 Understand the application of performance

appraisal interventions.
 Discuss how reward systems interventions

can be applied in organizations.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

A Performance Management Model
Goal Setting

Reward
Systems

Individual and
Group
Performance

Training and
Development

Performance
Appraisal
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Characteristics of Effective Goals
‫خصائص األهداف الفعالة‬
 Goals are Challenging
 Challenging but realistic

 Goals are set participatively

 Goals are Clear
 Goals are specific and operationally defined

 Resources for goal achievement are negotiated
‫األهداف صعبة‬
‫صعبة ولكن واقعية‬
‫يتم تحديد األهداف بشكل تشاركي‬
‫األهداف واضحة‬
‫األهداف محددة ومحددة من الناحية التشغيلية‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‫يتم التفاوض على الموارد الالزمة لتحقيق الهدف‬








Management By Objectives
‫اإلدارة باألهداف‬
 MBO attempts to align personal goals with

business strategy through increased
communications and shared perceptions between
managers and subordinates
 MBO programs may go beyond manager and
subordinate roles to address individuals, work
groups, and to reconcile conflicts
‫مواءمة األهداف الشخصية مع إستراتيجية العمل من‬MBO ‫ تحاول‬
‫خالل زيادة االتصاالت والتصورات المشتركة بين المديرين‬
‫والمرؤوسين‬
‫األدوار التابعة للمدير وتتبعها لمعالجة‬MBO ‫ قد تتجاوز برامج‬
‫األفراد ومجموعات العمل والتوفيق بين التعارضات‬
5
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MBO Application Stages
‫مراحل تطبيق‬MBO
 Involve the whole work group
 Goals set jointly by manager and subordinate
 Action plans are established

 Criteria and yardsticks are established
 Review and Recycle; work progress and

contract reviewed and adjusted periodically
‫إشراك مجموعة العمل بأكملها‬
‫األهداف الموضوعة باالشتراك مع المدير والمرؤوس‬
‫وضع خطط العمل‬
‫وضع معايير ومقاييس‬
‫مراجعة وإعادة التدوير ؛ سير العمل وعقد مراجعة وتعديلها بشكل دوري‬







6

Performance Appraisal Elements
‫عناصر تقييم األداء‬
Elements

Traditional Approaches

High Involvement

Purpose

Organization, legal
Fragmented

Developmental
Integrated

Appraiser

Supervisor or manager

Appraisee, co-workers, and
others

Role of Appraisee

Passive recipient

Active participant

Measurement

Subjective
Concerned with validity

Objective and subjective

Timing

Period, fixed,
administratively driven

Dynamic, timely, employeeor work-driven

7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Performance Appraisal Application Stages
‫مراحل تطبيق تقييم األداء‬
 Select the appropriate stakeholders
 Diagnose the current situation
 Establish the system’s purposes and

objectives
 Design the performance appraisal system
 Experiment with implementation
 Evaluate and monitor the system
‫حدد أصحاب المصلحة المناسبين‬
‫تشخيص الوضع الحالي‬
‫حدد أغراض النظام وأهدافه‬
‫تصميم نظام تقييم األداء‬
‫تجربة مع التنفيذ‬
‫تقييم ومراقبة النظام‬








8

Characteristics of Effective Appraisal Systems
‫خصائص نظم التقييم الفعال‬
 Timely
 Accurate
 Accepted by the users

 Understood
 Focused on critical control points
 Economically feasible
‫في حينه‬
‫دقيق‬
‫قبلت من قبل المستخدمين‬
‫فهم‬
‫ركز على نقاط التحكم الحرجة‬
‫مجدية اقتصاديا‬








9

Reward System Design Features
‫ميزات تصميم نظام المكافآت‬
DESIGN FEATURE

DEFINITION

Person/Job Based vs.
Performance Based

The extent to which rewards are based on the person, the job
or the outcomes of the work

Market Position

The relationship between what an organization pays and what
other organizations pay (External Equity)

Internal Equity

The extent to which people doing similar work within and
organization are rewarded the same

Hierarchy

The extent to which people in higher positions get more and
varied rewards

Centralization

The extent to which reward system design, decisions and
administration are standardized

Rewards Mix

The extent to which different types of rewards are available and
offered to people

Security

The extent to which work is guaranteed

Seniority

The extent to which rewards are based on length of service
10

Characteristics of Effective Reward Systems
‫خصائص نظم المكافآت الفعالة‬
 Availability

 Timeliness
 Performance Contingency
 Durability
 Equity
 Visibility
‫ توفر‬
‫ توقيت‬
‫ طوارئ األداء‬
‫ متانة‬
‫القيمة‬

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible ‫المالية‬
website, in whole
or in part.

Types of Reward Systems
‫أنواع أنظمة المكافآت‬
 Pay
 Skill-based pay plans
 Performance-based pay systems link pay to

performance
 Gain sharing involves paying bonuses based on
improvements in the operating results
 Promotions
 Benefits
12
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Salary Based Pay for Performance Ratings
Tie Pay to Produce Negative
Performance
Side Effects

Encourage
Cooperation

Employee
Acceptance

SALARY REWARD
Individual
Plan

Group

OrganizationWide

Productivity

Cost
Effectiveness

Superiors’
Rating

Productivity

Cost
Effectiveness

Superiors’
Rating

Productivity

Cost
Effectiveness

4
13

Stock/Bonus Pay for Performance Ratings
Tie Pay to
Performance

Produce Negative
Side Effects

Encourage
Cooperation

Employee
Acceptance

Productivity

Cost
Effectiveness

Superiors’
Rating

Productivity

Cost
Effectiveness

Superiors’
Rating

Productivity

Cost
Effectiveness

Profit

SALARY REWARD
Individual
Plan

Group

OrganizationWide

14
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Gain-Sharing Pay Plan Considerations
‫اكتساب تقاسم خطة الدفع االعتبارات‬
 Process of design — participative or top-

down?
 Organizational unit covered — plant or
companywide?
 Determining the bonus — what formula?
 Sharing gains — how and when to
distribute?
 Managing change — how to implement
system?
15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER

18
Transformational
Change
‫التغيير التحولي‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Describe the characteristics of transformational

change.
 Explain the organization design intervention for

both domestic and worldwide situations.
 Learn about the integrated strategic change

intervention and understand how it represents
the revolutionary and systemic characteristics of
transformational change.
 Discuss the process and key success factors

associated with culture change.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Characteristics of
Transformational Change
‫خصائص التغيير التحولي‬
 Change is triggered by environmental and

internal disruptions
 Change is initiated by senior executives
and line managers
 Change involves multiple stakeholders
 Change is systemic and revolutionary
 Change involves significant learning and a
new paradigm
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Organization Design ‫تصميم المنظمة‬
Conceptual Framework
Strategy
 Structure
 Work Design
 Human Resources Practices
 Management Processes


Key Point


Fit, Congruence, Alignment among Organizational
Elements
‫اإلطار المفاهيمي‬
‫إستراتيجية‬
‫بناء‬
‫تصميم العمل‬
‫ممارسات الموارد البشرية‬
‫عمليات إدارية‬
‫النقطة األساسية‬
‫المالءمة والتوافق والمواءمة بين العناصر التنظيمية‬









4

A Systems Model of Organization
Design‫نموذج نظم لتصميم المنظمة‬
Business
Strategy
Strategic Fit
Organization
Structure
Management
Processes

Design Fit

HR
Practices

Work Design
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Organization Design
Mechanistic Design

Organic Design

Strategy

Cost minimization

Innovation

Structure

• Formal/hierarchical
• Functional

• Flat, lean, flexible
• Matrix, process, and network

Work Design

• Traditional design
• Traditional work groups

• Enriched jobs
• Self-managed teams

Human Resources
Practices

• Selection to fit job
• Up-front training
• Standard reward mix
• Pay for performance and
individual merit
• Job-based pay

• Selection to fit organization
• Continuous training and
development
• Individual choice awards
• Pay for performance and
business success
• Skill-based pay

Management and
Information Systems

• Command and control
• Closed, exclusive,
centralized information

• Employee involvement
• Open, inclusive, distributed
information
6

Worldwide Organization Designs ‫التصاميم‬
‫المنظمة في جميع أنحاء العالم‬
 Offer products/services in more than one

country
 Balance product and functional concerns
with geographic issues of distance, time,
and culture
 Carry out coordinated activities across
cultural boundaries using a wide variety of
personnel
‫ الخدمات في أكثر من بلد واحد‬/ ‫تقديم المنتجات‬
‫الموازنة بين االهتمامات الوظيفية والوظيفية والقضايا الجغرافية للمسافة والوقت والثقافة‬
‫القيام بأنشطة منسقة عبر الحدود الثقافية باستخدام مجموعة واسعة من الموظفين‬





7

Worldwide Success Factors
‫عوامل النجاح العالمية‬
High

Global
Orientation

Transnational
Orientation

International
Orientation

Multinational
Orientation

Need for Global
Integration

Low

Need for Local Responsiveness

High
8

Worldwide Strategic Orientations
‫التوجهات االستراتيجية العالمية‬
 The International
 The Global Orientation

 The Multinational Orientation
 The Transnational Orientation
 ‫الدولية‬
 ‫التوجه العالمي‬
 ‫التوجه متعدد الجنسيات‬

The International Strategic Orientation
‫التوجه االستراتيجي الدولي‬
 Characteristics of the International Design
 Sell existing products/services to nondomestic

markets
 Goals of increased foreign revenues
 Implementing the International

Orientation
 OD facilitates extending the existing strategy

into the new market
 Cross-cultural training and strategic planning
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Global Strategic Orientation ‫التوجه‬
‫االستراتيجي العالمي‬
 Characteristics of the Global Design
 Centralized with a global product structure
 Goals of efficiency through volume

 Implementing the Global Orientation
 OD supports career planning, role clarification,

employee involvement, conflict management
and senior management team building to help
achieve improved operational efficiency
 OD helps the organization transition to global
integration from local responsiveness
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Multinational Strategic Orientation
‫التوجه االستراتيجي المتعدد الجنسيات‬
 Characteristics of the Multinational Design
 Operate a decentralized organization
 Goals of local responsiveness through

specialization
 Implementing the Multinational Orientation
 OD helps with intergroup relations, local

management selection and team building
 OD facilitates management development,
reward systems, and strategic alliances
12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Transnational Strategic Orientation
‫التوجه االستراتيجي عبر الوطني‬
 Characteristics of the Transnational Design
 Tailored products
 Goals of learning and responsiveness through

integrations
 Implementing the Transnational Orientation
 Extensive selection and rotation
 Acquire cultural knowledge and develop

Organization Design Application Stages
‫مراحل تطبيق تصميم المنظمة‬


Diagnosing the Current Design




Designing the Organization




Assess the current performance and alignment of design
features and examine the new strategy and objectives to
determine what organization capabilities are needed to achieve
them
Describe and configure the organization design components
(strategy-structure-work) to support the business strategy and
objectives then specify the management and human resource
practices that supports the new structure

Implementing the Design


Puts the new structures, practices and systems into place, draws
heavily leading and managing change methods
14

Integrated Strategic Change
‫التغيير االستراتيجي المتكامل‬
Integrated Strategic Change
is a deliberate coordinated process that
leads to gradually or radically systemic
realignments between the environment
and a firm’s strategic orientation resulting
in improvement in performance and
effectiveness.

‫التغيير االستراتيجي المتكامل هي عملية منسقة متعمدة أن يؤدي‬
‫إلى النظامية تدريجيا أو جذريا إعادة تنظيم بين البيئة‬
‫والتوجه االستراتيجي للشركة الناتجة في التحسن في األداء و‬
.‫فعالية‬
15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Integrated Strategic Change (ISC)
Key Features
( ‫التغيير االستراتيجي المتكامل‬ISC) ‫الميزات الرئيسية‬
 Strategic Orientation
 Creating the Strategic Plan
 Integrating Individuals and Groups into

the Process

‫ التوجه االستراتيجي‬
‫ وضع الخطة االستراتيجية‬
‫ دمج األفراد والمجموعات في العملية‬
16
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Integrated Strategic Change
Process‫عملية التغيير االستراتيجي المتكامل‬

Strategy
S1

Current
Organization
(O1)
Strategic Analysis

Strategic
Change
Plan
Implementation

Strategy
S2

Future
Organization
(O2)
Strategic Choice
17

ISC Application Stages
‫مراحل تطبيق مركز‬
‫الدراسات الدولي‬
 Strategic Analysis
 Assess the readiness for change and top management’s

ability to carry out change
 Diagnose the Current Strategic Orientation

 Strategic Choice
 Top management determines the content of the

strategic change
 Designing the Strategic Change Plan
 Development of a comprehensive agenda to achieve

the change
 Implementing the Strategic Change Plan
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The Concept of Organization Culture ‫مفهوم‬
‫ثقافة المنظمة‬
Artifacts
Norms
Values

Basic
Assumptions

Defining and Diagnosing
Organization Culture ‫تعريف وتشخيص ثقافة المنظمة‬
 Behavioral Approach
 Pattern of behaviors (artifacts) most related to

performance
 Competing Values Approach
 Pattern of values emphasis characterizing the

organization
 Deep Assumptions Approach
 Pattern of unexamined assumptions that solve

internal integration and external adaptation
problems well enough to be taught to others
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Competing Values Approach to Culture
‫القيم المتنافسة تقترب من الثقافة‬
Internal Focus & Integration

Flexibility & Discretion

Clan

Adhocracy

Hierarchy

Market

Culture Change Application Stages
‫مراحل تطبيق تغيير الثقافة‬
 Formulate a clear strategic vision
 Display top-management commitment
 Model culture change at the highest levels
 Modify the organization to support change
 Select and socialize newcomers; terminate

deviants
 Develop ethical and legal sensitivity

‫صياغة رؤية استراتيجية واضحة‬
‫عرض التزام اإلدارة العليا‬
‫ثقافة النموذج تتغير على أعلى المستويات‬
‫تعديل المنظمة لدعم التغيير‬
‫ إنهاء االنحرافات‬.‫حدد واجتماعيا القادمين الجدد‬
‫تطوير الحساسية األخالقية والقانونية‬










CHAPTER

 Explain the rationale and logic behind organization

collaboration.
 Describe and apply organization development (OD)

interventions that enable mergers and
acquisitions.
 Discuss and apply the OD process to alliance

formation and development.
 Describe the process of network formation and

transorganizational development as well as how
networks change.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Transorganizational Rationale
‫مبررات المنظمة‬
 Transorganizational strategies allow

organizations to perform tasks that are too
costly and complicated for single organizations
to perform
 Goods and services are exchanged between
organizations and transactions occur
 Transorganizational strategies work best when
transactions occur frequently and are well
understood


‫تسمح االستراتيجيات العابرة للمنظمات للمؤسسات بأداء مهام باهظة التكلفة ومعقدة بالنسبة ألداء المنظمات الفردية‬



‫يتم تبادل السلع والخدمات بين المنظمات وتحدث المعامالت‬



©2015
All Rights Reserved.
May not‫أفضل‬
be scanned,
or duplicated,
or posted to a publicly
‫فهمها جيدًا‬
‫ويتم‬Cengage
‫متكرر‬Learning.
‫المعامالت بشكل‬
‫عندما تحدث‬
‫بشكل‬copied
‫المنظمة‬
‫االستراتيجيات عبر‬
‫ تعمل‬accessible website, in whole or in part.

Transorganizational Systems
‫نظم عبر المنظمات‬
 Members maintain their separate

organizational identities and goals
 Tend to be underorganized and member
organizations are loosely coupled
 Different from mergers and acquisitions
 Network interventions may be appropriate
‫يحتفظ األعضاء بهوياتهم وأهدافهم التنظيمية المنفصلة‬
‫تميل إلى أن تكون غير منظمة ومقارنتها المنظمات األعضاء‬
‫يختلف عن عمليات الدمج واالستحواذ‬
‫قد تكون تدخالت الشبكة مناسبة‬





4

Mergers and Acquisitions ‫عمليات الدمج‬
‫واالستحواذ‬
 Merger — the integration of two previously

independent organizations into a completely new
organization
 Acquisition — the purchase of one organization by
another for integration into the acquiring
organization
 Distinct from transorganizational systems, such as
alliances and networks, because at least one of the
organizations ceases to exist
‫ دمج منظمتين مستقلتين سابقًا في منظمة جديدة تما ًما‬- ‫ االندماج‬
‫ شراء مؤسسة واحدة من قبل أخرى لدمجها في المنظمة‬- ‫ االستحواذ‬
‫المستحوذ عليها‬
‫ ألن‬، ‫ مثل التحالفات والشبكات‬، ‫ تختلف عن األنظمة عبر المنظمات‬
‫واحدة على األقل من المنظمات لم تعد موجودة‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Merger and Acquisition Rationale
‫االندماج واالستحواذ‬
 Diversification
 Vertical integration
 Gaining access to global markets, technology, or

other resources
 Achieving operational efficiencies, improved
innovation, or resource sharing
‫ تنويع‬
‫ التكامل الرأسي‬
‫ الوصول إلى األسواق العالمية أو التكنولوجيا أو غيرها من الموارد‬
‫ تحقيق الكفاءة التشغيلية أو تحسين االبتكار أو مشاركة الموارد‬
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Merger and Acquisition Application Stages
‫مراحل تطبيق االندماج واالستحواذ‬




Pre-combination Phase


Search for and select candidate



Create and M&A team



Establish the business case and perform a due diligence
assessment



Develop merger integration plans

Legal Combination Phase




The two organizations settle on the terms of the deal, gain
approval from regulatory agencies and shareholders, and file
appropriate legal documents

Operational Combination Phase


Implementing the operational, technical and cultural integration
activities

Strategic Alliance Interventions
‫تدخالت التحالف االستراتيجي‬
 When two organizations formally agree to

pursue a set of goals
 There is sharing of resources, intellectual
property, people, capital, technology,
capabilities or physical assets
 Common alliances are licensing agreements,
franchises, long-term contracts, and joint
ventures
‫عندما توافق منظمتان رسميًا على متابعة مجموعة من األهداف‬
‫هناك تقاسم للموارد أو الملكية الفكرية أو األشخاص أو رأس المال أو التكنولوجيا أو القدرات أو األصول المادية‬
‫التحالفات المشتركة هي اتفاقيات الترخيص واالمتيازات والعقود طويلة األجل والمشاريع المشتركة‬




8

Strategic Alliance Application Stages
‫مراحل تطبيق التحالف االستراتيجي‬
 Alliance Strategy Formulation


Clarify the business strategy and why an alliance is needed

 Partner Selection


Leverage similarities and differences to create competitive
advantage

 Alliance Structuring and Start-up


Build and leverage trust in the relationship

 Alliance Operation and Adjustment
‫صياغة استراتيجية التحالف‬



‫وضح إستراتيجية العمل وسبب الحاجة إلى تحالف‬



‫اختيار الشريك‬



‫االستفادة من أوجه التشابه واالختالف لخلق ميزة تنافسية‬



‫هيكل التحالف والبدء‬



‫بناء وتعزيز الثقة في العالقة‬

9

‫عملية التحالف والتكيف‬



Network Interventions ‫التدخالت الشبكة‬
 Involves three or more companies joined together for a

common purpose
 Each organization in the network has goals related to
the network as well as those focused on self-interest
 Characterized by two types of change: creating the
initial network (transorganizational development) and
managing change within an established network
‫يتضمن ثالثة أو أكثر من الشركات التي تم ضمها معًا لغرض مشترك‬



‫لكل مؤسسة في الشبكة أهداف مرتبطة بالشبكة باإلضافة إلى األهداف التي تركز على المصلحة الذاتية‬



‫ إنشاء الشبكة األولية (التطوير عبر المنظمات) وإدارة التغيير داخل شبكة قائمة‬:‫يتميز بنوعين من التغيير‬



Application Stages for
Transorganizational Development
‫مراحل التطبيق للتنمية عبر المنظمة‬
Identification

Convention

Organization

Evaluation

Who should
belong to the
transorganizational
System (TS)?

Should a TS
be created?

How to organize
for task
performance?

How is the TS
performing?

• Relevant skills,
knowledge, and
resources
• Key stakeholders

• Costs and
benefits
• Task
perceptions

• Communication
• Leadership
• Policies and
procedures

• Performance
outcomes
• Quality of
interaction
• Member
satisfaction

Managing Network Change‫إدارة تغيير الشبكة‬
 Create instability in the network
 Manage the tipping point
 The Law of the Few: Salespeople, Mavens,

Connectors
 Stickiness
 The Power of Context

 Rely on self-organization
‫خلق عدم االستقرار في الشبكة‬
‫إدارة نقطة التحول‬
‫ موصالت‬،Mavens ، ‫ مندوبي المبيعات‬:‫قانون قليل‬
‫لزوجة‬
‫قوة السياق‬
‫االعتماد على التنظيم الذاتي‬








12

CHAPTER

21
Organization Development for
Economic, Ecological, and
Social Outcomes
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

 Describe organization development (OD)

interventions that help organizations
balance economic, social, and
environmental objectives.
 Describe sustainable management

organizations (SMOs) and how OD can
assist in their design and development.
 Describe global social change organizations

and how to adopt OD practices to develop
them.

Sustainable Management Organizations
‫منظمات اإلدارة المستدامة‬
Sustainable Management Organizations
(SMOs) are designed to achieve sustainable
effectiveness. They can perform in three
areas—people, planet, and profit—and are
agile enough to remain effective over time.

( ‫منظمات اإلدارة المستدامة‬SMOs) ‫مصممة لتحقيق‬
، ‫ الناس‬- ‫ يمكنهم األداء في ثالثة مجاالت‬.‫الفعالية المستدامة‬
‫ وتكون مرنة بما يكفي لتبقى فعالة مع‬- ‫ والربح‬، ‫الكوكب‬
.‫مرور الوقت‬
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Strategies that Support Sustainable
Effectiveness
‫االستراتيجيات التي تدعم الفعالية المستدامة‬
 Breadth
 Multiple countries, markets, technologies or products

and services increase the complexity of a firm’s carbon
footprint and social impact
 Aggressiveness
 In general, SMOs are wary of too much aggressiveness

too often and have growth objectives that are
reasonable and reasoned
 Differentiation
 SMOs understand why customers make purchasing

decisions and how the organization’s product and
service features align with those choices

Objectives that Support Sustainable
Effectiveness
‫األهداف التي تدعم الفعالية المستدامة‬
 Create positive economic outcomes while

rejecting the goal of maximizing profit or
shareholder returns
 Create positive ecological outcomes with
awareness of carbon footprints and the
planet’s ecology
 Create positive social outcomes that
contribute to human and cultural well-being
with a clear perspective on social values and
issues
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Components of Organization Identity
‫مكونات الهوية التنظيمية‬

Organization
Culture

Valuesin-Use

Feedback

Identity
Stories

Promises

Brand,
Image, and
Reputation

Agile Organization Design for SMOs ‫تصميم‬
‫منظمة رشيقة للشركات الصغيرة والمتوسطة‬




Work Systems


Core and exploitive



Creative and exploratory

Management Processes


Flexible decision-making, processes that leverage information
from external sources



Transparency; information is moved throughout the organization
wherever it is needed

Human Resource Systems


Multiple types of employment arrangements, individuality of
employees, and development of skills



Alignment of financial and non-financial reward systems the
support the triple-bottom-line and change

SMO Application Stages
SMO ‫مراحل التطبيق‬
 Identifying and Redefining Organization

Identity
 Repurposing the Board of Directors
 Building Capabilities
 Sequencing the Changes
 Work systems redesign
 Clarifying the Strategy

 Building an agile design
‫تحديد هوية المنظمة وإعادة تعريفها‬
‫إعادة تقديم مجلس اإلدارة‬
‫بناء القدرات‬
‫تسلسل التغييرات‬
‫إعادة تصميم أنظمة العمل‬
‫توضيح االستراتيجية‬
‫بناء تصميم رشيق‬
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.










Global Social Change Organizations
‫منظمات التغيير االجتماعي العالمية‬
Global Social Change Organizations (GSCOs) are
not-for-profit and nongovernmental entities
that are created at the grassroots level to help
communities and societies address complex and
important problems such as unemployment,
race relations, homelessness, hunger, disease,
water quality, and political instability.
( ‫منظمات التغيير االجتماعي العالمية‬GSCOs) ‫هي كيانات غير‬
‫ربحية وغير حكومية يتم إنشاؤها على مستوى القواعد الشعبية لمساعدة‬
‫المجتمعات والمجتمعات على معالجة المشكالت المعقدة والهامة مثل البطالة‬
‫وعالقات العرق والتشرد والجوع والمرض ونوعية المياه و عدم االستقرار‬
.‫السياسي‬

Characteristics of GSCOs ‫خصائص‬GSCOs


Commitment to creating environmentally and socially
sustainable world futures



Innovative social-organizational structures that enable
cooperation across previously polarized or constrained
boundaries



Values of empowerment and people-centered forms of
action



Linked globally and locally in structure, membership or
partnership



Multiorganizational partnerships to form new hybrids of
business, government and volunteerism
10

GSCOs Application Stages ‫مراحل تطبيق‬
GSCO


Building the Local Organization





Creating Horizontal Linkages




Values to create vision
Recognizing conflict
Problem of success
Networks of local organizations with similar views and objective

Developing Vertical Linkages

Upward communication and influence to governmental and policy-level
decision-making processes
‫ القيم لخلق الرؤية‬: ‫ بناء المنظمة المحلية‬
‫ االعتراف الصراع‬
‫ مشكلة النجاح‬
‫ إنشاء الروابط األفقية‬
‫ شبكات المنظمات المحلية ذات اآلراء والهدف المتشابهة‬
‫ تطوير الروابط العمودية‬ 11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
‫ التواصل التصاعدي والتأثير على عمليات صنع القرار الحكومية وعلى مستوى السياسات‬


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