Q.1. Write a note on classical era for evolution of Organization Behaviour.

Ans: -The first general theories of management began to evolve and the main contributors during
this era were Frederick Taylor, Henri Fayol, Max Weber, Mary parker Follet and Chester Barnard.

Frederick Taylor s main emphasis was on finding one best way of doing each job. He stressed on
selecting the right people for the job, train them do it precisely in one best way. He favored wage plans to motivate the workers. His scientific principles of management stressed the following principles: 1. Shift all responsibility for the organization of work from the workers to the manager; managers should do all the thinking relating to the planning and design the work, leaving the workers with the task of implementation. 2. Use scientific methods to determine the most efficient way of doing the work; assign the worker s task accordingly, specifying the precise way in which the work is to be done. 3. Select the best person to perform the job thus designed. 4. Train the workers to do the work efficiently. 5. Monitor workers performances to ensure that appropriate work procedures are followed and that appropriate results are achieved. Taylor was one of the first to attempt to systematically analyze human behavior at work. He insisted the use of time-and-motion study as a means of standardizing work activities. His scientific approach called for detailed observation and measurement of even the most routine work, to find the optimum mode of performance. The results were dramatic, with productivity increasing significantly. With passing time, new organizational functions like personnel and quality control were created. Of course, in breaking down each task to its smallest unit to find what Taylor called the one best way to do each job, the effect was to remove human variability. Hence he laid the ground for the mass production techniques that dominated management thinking in the first half of the twentieth century.

Henri Fayol, a mining engineer and manager by profession, defined the nature and working patterns
of the twentieth-century organization in his book, General and Industrial Management, published in 1916. In it, he laid down what he called 14 principles of management. This theory is also called the Administrative Theory. The principles of the theory are:1. Division of work: Tasks should be divided up with employees specializing in a limited set of tasks so that expertise is developed and productivity increased. 2. Authority and responsibility: Authority is the right to give orders and entails enforcing them with rewards and penalties; authority should be matched with corresponding responsibility. 3. Discipline: This is essential for the smooth running of business and is dependent on good leadership, clear and fair arguments and the judicious application of penalties.

4. Unit of command: For any action whatsoever, an employee should receive orders from one superior only; otherwise authority, discipline, order, and stability are threatened. 5. Unity of Direction: a group of activities concerned with a single objective should be cocoordinated by a single plan under one head. 6. Subordination of individual interest to general interest: individual or group goals must not be allowed to override those of the business. 7. Remuneration of personnel: this may be achieved by various methods but it should be fair, encourage effort, and not lead to overpayment. 8. Centralization: the extent to which should be the order issued only from the top of the organization is a problem which should take into account its characteristics, such as size and capacities of the personnel. 9. Scalar chain (line of authority): communication should normally flow up and down the line of authority running from the top to the bottom of the organization, but sideway communication between those of equivalent rank in different departments can be desirable so long as superiors are kept informed. 10. Order: both materials and personnel must always be in their proper place; people must be suited to their posts so there must be careful organization of work and selection of personnel. 11. Equity: personnel must be treated with kindness and justice. 12. Stability of tenure of personnel: rapid turnover of personnel should be avoided because of the time required for the development of expertise. 13. Initiative: all employees should be encouraged to exercise initiative within limits imposed by the requirements of authority and discipline. 14. Esprit de corps: efforts must be made to promote harmony within the organization and prevent dissension and divisiveness.

The management functions, that Fayol stated, consisted of planning, organizing, commanding, cocoordinating and controlling. Many practicing managers, even today, list these functions as the core of their activities Fayol was also one of the first people to characterize a commercial organization s activities into its basic components. He suggested that organizations could be sub-divided into six main areas of activity: 1. 2. 3. 4. 5. 6. Technical Commercial Financial Security Accounting Management

In defining the core principles governing how organizations worked and the contribution of management to that process, Fayol laid down a blueprint that has shaped organization thinking for almost a century.

Max Weber developed a theory based on authority relations and was the pioneer in looking at
management and OB from a structural viewpoint. His theory is also known as bureaucratic theory in management. He described ideal types of organization and called it is bureaucracy. This was a system marked by division of labor, a clearly defined hierarchy, detailed rules and regulations and impersonal relationships. He wanted this ideal types construct to be taken as a basis for creating organizations in real world. The detailed features of Weber s ideal bureaucratic structure are a follows: 1. Jurisdictional areas are clearly specified, activities are distributed as official duties (unlike traditional form where duties delegated by leader and changed at any time). 2. Organization follows hierarchical principles subordinates follows orders or superiors, but have right of appeal (in contrast to more diffuse structure in traditional authority). 3. Intention, abstract rules govern decisions and actions. Rules are stable, exhaustive, and can be learned. Decisions are recorded in permanent files (in traditional forms few explicit rules or written records). 4. Means of production or administration belong to office. Personal property separated from office property. 5. Officials are selected on basis of technical qualifications, appointed not elected, and compensated by salary. 6. Employment by organization is a career. The official is a full time employee and looks forward to a life-long career. After a trial people they get tenure of position and are protected from arbitrary dismissal.

Q.2. Write a note on different types of groups. Explain. Ans: - Groups can be of two types:
y y Formal Informal

Groups can be either formal or informal. 1. Formal groups:

A designated work group defined by the organization s structure. A formal

group is set up by the organization to carry out work in support of the organization s goal. In formal groups, the behaviour that one should engage in are stipulated by - and directed towards organizational goals. Examples include book-keeping departments, an executive committee, and a product development team. Formal groups may be command groups or tasks groups.

i) Command Group: A command group consists of a manager and the employees who
report to him or her. Thus, it is defined in terms of the organization s hierarchy. Membership in the group arises from each employee s position on the organizational chart

ii) Task A group of people Group: A task group is made up of employee who work
together to complete a particular task or project. A task group s boundaries are not limited to its immediate hierarchical superior. It can cross command relationships. An employee s membership in the group arises from the responsibilities delegated to the employee- that is, the employee s responsibility to carry out particular activities. Task group may be temporary with an established life span, or they may be open ended.

iii) Committee: A group of people officially delegated to perform a function, such as

investigation, considering, reporting, or acting on a matte. Committee, one or more persons appointed or elected to consider report on, or take action on a particular matter. It investigates analyses and debates the problem and makes recommendation. Committee usually has their own committee member comprising of advisory authority, secretary and others. Recommendation is sent to the authority that is responsible for implementing them. Characteristics of formal groups y y y y y y Created to carry out some specific task or to meet a required goal. Explicitly stated defined structure, procedural rules and membership. Relatively permanent of temporary (e.g. steering group or problem solving group). Defined roles and designated work assignments Well defined norms. Specified goals and deadlines.

2. Informal Groups: An organization s informal groups are those groups that evolve to meet
social or affiliation needs by brining people together based on shared interest or friendship. Thus, informal groups are alliances that are neither formally structured nor organizationally determined. These groups are natural formations in the work environment that appear in response to the need for social contact. Many factors explain why people are attracted to one another. One explanation is simply proximity; when people work near one another every day, they are likely to form friendships. That likelihood is even greater when people also share similar attitudes, personalities, or economic status.

i) Friendship Groups: Groups often develop because the individual members have one or
more common characteristics. We call these formations friendship groups . Social alliances, which frequently extend outside the work situation, can be based on similar age, same political view, attended the same college, etc.

ii) Interest Groups: People who may or may not be aligned into common command or
task groups may affiliate to attain a specific objective with which each is concerned. This is an interest group.

iii) Reference Groups: Sometimes, people use a group as a basis for comparison in making
decisions or forming options. When a group is used in this way, it is a reference group. Employees have reference groups inside or outside the organization where they work. For most people, the family is the most important reference groups. Other important reference groups typically include co-workers, friends, and members of the person s religious organization. The employee need not admire a group for it to serve as a reference group. Some reference groups serve as a negative reference; the employee tries to be unlike members to these groups.

iv) Membership Groups: When a person does belong to a group (formal and informal
groups to which employees actually belong) the group is called a membership group (or affiliation group) for that person. Members of a group have some collection of benefits and responsibilities that go beyond the group serving as a reference point. In a membership group, each member would be expected to contribute to the group s well being and would enjoy the benefits arising from the group member s friendship.

v) Cliques: A relatively permanent informal groups that involves friendship. Most of the
relationships came down to two cliques, each with a hanger-on, and some isolates. The groups included several different professions. They developed ideas about each other. Clique membership acted as a form of social control, forcing people to conform to group desires. The groups established norms regarding output, treatment of supervisor, reciprocity and other interpersonal relations. The cliques served as a system for sense making about organizational events. They developed their own set of beliefs, explaining things to each other.

Q.3 Explain the approaches of conflict management.

Ans: - There are two types of conflict management approaches:

y Direct y Indirect

Direct Conflict Management Approaches

There are five approaches to direct conflict management. They are based on the relative emphasis on cooperativeness and assertiveness in the relationship between the conflicting parities. They are as follows:

Avoidance

It is an extreme form of inattention; everyone simply pretends that the conflict does not

really exist and hopes that it will go away.

Accommodation

Involves playing down differences among the conflicting parties and highlighting

similarities and areas of agreement. This peaceful coexistence ignores the real essence of a given conflict and often creates frustration and resentment.

Compromise

Here a victory is achieved through force, superior skill, or domination by one party. It

may also occur as a result of authoritative command, whereby a formal authority simply dictates a solution and specifies what is gained and what is lost by whom. This is a case of win-lose situation and as a result, future conflicts over the same issues are likely to occur.

Collaboration

It involves recognition by all conflicting parties that something is wrong and needs

attention. It stresses gathering and evaluating information in solving disputes and making choices.

The figure below shows the five conflict management styles using these two dimensions:

Assertive

Competing

Collaborating

Compromising

Un-Assertive Un-cooperative Co-operative

1. When quick, decisive action is vital (e.g , emergencies).

Competing
2. On important issues where unpopular actions need implementing (e.g, cost cutting, enforcing unpopular rules, discipline). 3. On the issues vital to company welfare when you know you are right. 4. Against people who take advantage of noncompetitive behaviour.

1. To find an integrative solution when both sets of concerns are too important to be compromised.

Collaborating

2. When your objective is to learn. 3. To merge insights from people with different perspectives. 4. To gain commitment by incorporating concerns into a consensus. 5. To work through feelings that has interfered with a relationship.

Compromising

1. When goals are important, but not worth the efforts or potential disruption of more assertive modes. 2. When opponents with equal power committed to mutually exclusive goals. 3. To achieve temporary settlements to complex issues. 4. To arrive at expedient solutions under time pressure. 5. 14 as a backup when collaboration or competition is unsuccessful.

1. When an issue is trivial or more important issues are pressing.

Avoiding

2. When you perceive no chance of satisfying your concerns. 3. When potential disruption outweighs the benefits of resolutions 4. To let people cool down and regain perspective. 5. When others can resolve the conflict more effectively. 6. When issues seem tangential or symptomatic of other issues.

1. When you find you are wrong to allow a better position to be heard, to learn, and o show your reasonableness.

Accommodating
2. When issues are more important to others than to you to satisfy others and maintain cooperation. 3. To build social credits for later issues. 4. To minimize loss when you are outmatched and losing. 5. When harmony and stability are especially important 6. To allow employees to develop by learning from.

Indirect Conflict Management Approaches

It includes reduced interdependence, appeals to common goals, hierarchical referral, and alterations in the use of mythology and scripts (Schermerhorn et al 2002). Reduced Interdependence When work-flow conflicts exist; managers can adjust the level of interdependency among units or individuals (Walton & Dutton, 1969). To reduce the conflict, contact between conflicting parties may be reduced. The conflicting units can then be separated from one another, and each can be provided separate access to resources. Buffering is another technique to build an inventory, or buffer, between the two groups so that any output slowdown or excess is absorbed by the inventory and does not directly pressure the target group. Appeals to Common Goals An appeal to common goals can focus on the mutual interdependence of the conflicting parties to achieve the common goal of an organization. Hierarchical Referral Here conflicts are reported to the senior levels to reconcile and solve.

Q.4. The environmental stressors have a great impact on work performance and adjustment of the individual in an organization. Discuss the different categories of environmental stressors. Ans: - Environmental and internal conditions that lie beyond an individual s control are called
environmental stressors. Such stressors can have a considerable impact on work performance and adjustment. We can organize environmental stressors into the following categories:

1. Task Demands: Task demands are factors related to a person s job. They include the design of
the individual s job, working conditions, and the physical work layout. Changes and lack of control are two of the most stressful demands people face at work. Change leads to uncertainty, a lack of predictability in a person s daily tasks and activities and may be caused by job insecurity related to difficult economic times. Technology and technological innovation also creates change and uncertainty for many employees, requiring adjustments in training, education and skill development. Lack of control is a second major source of stress, especially in work environments that are difficult and psychologically demanding. The lack of control may be caused by inability to influence the timing of tasks and activities, to select tools or methods for accomplishing the work, to make decisions that influence work outcomes, or to exercise direct action to affect the work outcomes.

2. Role Demands: The social-psychological demands of the work environment may be every bit as
stressful as task demands at work. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy. Role conflict results from inconsistent or incompatible expectations communicated to a person. The conflict may be an inter-role, intra-role or person-role conflict.

a) Inter-role Conflict: is caused by conflicting expectations related to two separate roles, such
as employee and parent. For example, the employee with a major sales presentation on Monday and a sick child at home is likely to experience inter-role conflict,

b) Intra-role Conflict: is caused by conflicting expectations related to a single role, such as

employee. For example, the manager who presses employees for both very fast work and highquality work may be viewed at some point as creating a conflict for employees.

c) Person-role conflict: Ethics violations are likely to cause person-role conflicts. Employees
expected to behave in ways that violate personal values, beliefs or principles experience conflict. The second major cause of role stress is role ambiguity. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Role ambiguity is the confusion a person experiences related to the expectations of others. Role

ambiguity may be caused by not understanding what is expected, not knowing how to do it, or not knowing the result of failure to do it.

3. Inter personal Demands: are pressures created by other employees. Lack of social support
from colleagues and poor interpersonal relationships can cause considerable stress, especially among employees with a high social need. Abrasive personalities, sexual harassment and the leadership style in the organization are interpersonal demands for people at work.

a) The Abrasive Person: May be an able and talented employee, but one who creates
emotional waves that others at work must accommodate.

b) Sexual Harassment: The vast majority of sexual harassment is directed at women in the
workplace, creating a stressful working environment for the person being harassed, as well as for others.

c) Leadership Styles: Whether authoritarian or participative, create stress for different

personality types. Employees who feel secure with firm, directive leadership may be anxious with an open participative style. Those comfortable with participative leadership may feel restrained by a directive style.

4. Physical Demands: Non

work demands create stress for people, which carry over into the

work environment or vice-versa. Workers subject to family demands related to marriage, child rearing, and parental care may create role conflicts or overloads that are difficult to manage. In addition to family demands, people have personal demands related to non-work organizational commitments such as religious and public services organizations. These demands become more or less stressful, depending on their compatibility with the person s work and family life and their compatibility with the person s work and family life and their capacity to provide alternative satisfactions for the persons.

Q.5. Given below are certain instances observed by the summer trainee Ritu, while making an observational study at Global Green consultants. An organization dealing with recycling of plastic products waste etc. She makes the following observation about two key people in the organization. 1. Mr. Patnayak - He is a very friendly person and encourages his team members by giving those recommendations and appreciations. This helps HR to decide about giving a bonus or promotion to employees. 2. Mr. Dutta He is an aggressive person. He frequently loses his temper. Ritu observes that he frequently punishes the non-performers and also give them warnings regarding suspension etc. Now explain what base of power does Mr. Patnayak and Mr. Dutta belongs to. Explain the type of power they use often. Ans: - Ten Types of Power Position:
Some measure of power is conferred on the basis of one s formal position in an

organization. For example, a marketing manager can influence the decisions that affect the marketing department. However, the marketing manager has little power to influence the decisions that affect the finance department.

Knowledge or expertise: People who have knowledge or expertise can wield tremendous power.
Of course, knowledge in itself is not powerful. It is the use of knowledge and expertise that confers power. Thus, you could be an incredibly bright person and still be powerless.

Character or ethics:
no longer feel like doing it.

The more trustworthy individuals are the more power they have in

negotiations. The big issue here is whether they do what they say they are going to do even when they

Rewards: People who are able to bestow rewards or perceived rewards hold power. Supervisors, with
their ability to give raises, hold power over employees. Money can have power. But money, like anything else, holds very little power if it is not distributed.

Punishment:

Those who have the ability to create a negative outcome for a counterpart have the

power of punishment. Managers who have the authority to reprimand and fire employees hold this type of power. State troopers and highway patrol officers who have the ability to give out speeding tickets also have this power.

Gender:

Dealing with someone of the opposite sex can confer power. We have videotaped many

negotiation case studies in which the turning point came when a woman casually touched a man s hand or arm to make her point.

Powerlessness:

In some instances, giving up all power can be very powerful. If a kidnapper

threatens a hostage with death enough times, the hostage may just challenge the kidnapper to go ahead and kill him. At the point that the hostage gives up power, or control over his own death, the kidnapper actually loses power.

Charisma or personal power: When we ask participants in our seminars for examples of leaders
who have had charisma or personal power, invariably the names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up. When we ask, What do all three of these leaders have in common? participants usually respond, Passion and confidence in what they believe in.

Lack of interest or desire:

In negotiations, as in many other areas of life, the side with the least

interest in what is being negotiated holds the most power. If you are buying a house and you really do not care if you purchase the house you are currently negotiating for or the one down the street, you will most likely hold more power in the negotiation unless, of course, the sellers could care less if they sell the house today or live in it for another ten years!

Craziness:

This may sound funny, but bizarre or irrational behavior can confer a tremendous amount

of power. Every organization has someone who blows up or behaves irrationally when confronted with problems. Those who have been exposed to this type of behavior tend to avoid such individuals. As a result, these individuals are not given many tasks to accomplish because others are afraid to ask them. Leadership style influence level of motivation. However, throughout a lifetime, man s motivation is influenced by changing ambitions and/or leadership style he works under or socializes with. Commandand-control leadership drains off ambition while worker responsibility increases ambition.

Leadership Style versus Motivation Leadership Style Motivation Type Self motivated Limited supervision Worker with Team motivated decision making responsibility Creativity Achiever Thrives on change Motivation is Based on: Personality Type Efficiency Leader of ideas or people. Independent High

Goal motivated Opportunity Reward motivated Recognition motivated High level of supervision Command-andcontrol Materialism Personality type and efficiency depends on leader's skill and/or the work environment he's created.

Mixed styles

Social status

Status quo Peer motivated To be like others Dependency Resist change Low

Self-motivated or visionaries will not accept authority controlled environments. They will find a way to escape if trapped.

In a team-motivated environment, dependency types will become inspired and strive to be acceptable with independent thinking coworkers.

Associates influence the level of individual motivation.

Reaction to Change
Command-and-control leadership is the primary style in our society. It is accepted because efficiency is created by repetitive action, teaching people to resist change. Once acquiring a skill, they do not want to learn another. The worker adapts to level three with an occasional trip to level two. Worker responsibility is just the opposite; it motivates people to thrive on change by seeking challenges, finding ways to achieve goals. Level one is the leader of changing technology, finding ways to create efficiency.

Reaction to Efficiency:
The efficiency of advancing technology is forcing change. It is up to the individual or business to decide which side of change they want to be on, the leading edge or trailing edge. The leading edge is exciting while the trailing edge is a drag. Playing catch-up drains motivation while leaders of change inspire motivation. With today s changing technology, an individual must be willing to abandoned old skills and learn new ones. The ability to adapt is achieved through self-development programs. Because level one

thrives on change, they adapt to whatever methods gets things done with the least amount of effort. This brings us to work habits. In level one, management and front line workers, together, are searching for ways to solve and prevent problems. Decisions are made on the front line where alternative methods are analyzed. Being able to prevent problems is a motivating force. In level three management makes all decision, as a result, management must find ways to solve all problems and find alternative methods. Front line employees may be aware conflicts, but they don t have the authority to take action and have learned not to be concerned. Supervisors are only concerned with elements that management thinks are important. Under command-and-control leadership, management considers the opinions or concerns of people on the front line to be trivial. As a result, management takes action only when problems become too big to ignore. If workers have conflicts with their supervisors, they will find ways to increase the magnitude of problems, creating a combative environment. A downward spiral of management implementing more control and workers resisting control develop. Under worker responsibility, management and workers unite to prevent or solve problems.

Team Motivated

Dependency of Authority

Abused Workers

Command and Control Leadership

Elementary problems are prevented or solved at the source. Getting the job done is the primary goal of management and workers.

Elementary are dealt with by management when large enough to be recognized.

Lack of leadership skills and the desire for power creates elementary problems. Managers focus on worker control. Getting the job done is down the list. Workers goal is to find ways to do little as possible.

Problems are always out of control.

Reaction to Learning Habits

In level two, young workers are establishing work habits, developing attitudes and learning a professional skill. Out of training and on the job, motivation level will depend on the leadership style they work under. Under command-and-control leadership, ambitions will be associated with maintaining the status quo. Under worker responsibility, ambitions will be associated with opportunity. They will continually expand their skills as the need or as opportunity arises.

Reaction to Goals
Self-motivated people are goal motivated. Once they conquer one goal, they establish another. Every goal is a learning process that requires all the elements in level one. Companies that attract and keep this type of person stay on the leading edge of technology. The CEO is a visionary in customer service and employee leadership. The employees' goals are the same as the CEO s. If the CEO desires control, then he will lead in such a way that trains subordinates to lead by control. As a result, the employees' goals are quitting time and payday.

Reaction to Recognition
Recognition is important; it builds positive self-esteem. By itself, its benefits are short lived. Long-term benefits are achieved when the employee feels the job could not have been done without them. This means they were faced with a challenge, which means, they had the responsibility and authority to take action. This environment is found in level one.

Self Motivated Projects

Self-motivated projects' is the ability to start and finish what one has started. Most people, working alone, do not finish what they start. The ability to finish challenging projects is the secret to being a winner. First requirement is interest, then asking questions which inspires' the learning process. With information, a challenge is presented and a goal set. When action is taken, the barriers of persistence, risk, fear and failure become a challenge by itself. Self-motivated projects are difficult because no one cares if they succeed, which is another barrier. This is why most people quit before they get a good start. People, who find ways to overcome barriers and hang in there, are the winners. They develop skills and confidence, which are required steps to larger projects.

Team Motivated Projects

Everyone can be inspired to achievement in a team-motivated environment. With a common goal, team members support each other until success is achieved. In this environment, others do care and team members are needed for achieving the goal. For this reason, team motivation is extremely powerful. The exchange of ideas, information and testing the results, adds to the motivating force. As a result, each member seeks to be a leader of quality input.

Q.6 Fashion4 Now is a famous and old magazine. The Top management decides to start the e-edition of the magazine. They also decide the redefine the policies and culture of window to truth To start implementing, this change, they frequently call meetings of employees. They have also formed groups at different levels to clarify doubts and explain the perspective of change. Analyze the situation in the context of organizational change and elaborate why the top management is following the discussed practices and what approach is most evident in the context.

Ans:-

Typically, the concept of organizational change is in regard to organization-wide change, as

opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.

The levels of organizational change

Perhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change: First let's describe these levels, and then under what circumstances a business should use them.

Level 1- shaping and anticipating the future

At this level, organizations start out with few assumptions about the business itself, what it is "good" at,

and what the future will be like. Management generates alternate "scenarios" of the future, defines opportunities based on these possible futures, assesses its strengths and weaknesses in these scenarios changes its mission, measurement system etc. More information on this is in the next article, "Moving from the Future to your Strategy."

Level 2 - defining what business (as) to be in and their "Core Competencies

Many attempts at strategic planning start at this level, either assuming that 1) The future will be like the past or at least predictable; 2) The future is embodied in the CEO's "vision for the future"; or 3) Management doesn't know where else to start; 4) Management is too afraid to start at level 1 because of the changes needed to really meet future requirements; or 5) the only mandate they have is to refine what mission already exists. After a mission has been defined and a SWOT (strengths, weaknesses, opportunities and threats) analysis is completed, an organization can then define its measures, goals, strategies, etc. More information on this is in the next article, "Moving from the Future to your Strategy."

Level 3 - Reengineering (Structurally Changing) Your Processes

Either as an aftermath or consequence of level one or two work or as an independent action, level three works focuses on fundamentally changing how work is accomplished. Rather than focus on modest improvements, reengineering focuses on making major structural changes to everyday with the goal of substantially improving productivity, efficiency, quality or customer satisfaction. To read more about level 3 organizational changes, please see "A Tale of Three Villages."

Level 4 - Incrementally Changing your Processes

Level 4 organizational changes are focusing in making many small changes to existing work processes. Oftentimes organizations put in considerable effort into getting every employee focused on making these small changes, often with considerable effect. Unfortunately, making improvements on how a buggy whip for horse-drawn carriages is made will rarely come up with the idea that buggy whips are no longer necessary because cars have been invented. To read more about level 4 organizational changes and how it compares to level 3, please see "A Tale of Three Villages." Some General Guidelines to Organization-Wide Change 1. Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references. 2. Widely communicate the potential need for change. Communicate what you're doing about it. Communicate what was done and how it worked out. 3. Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change. 4. Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish? 5. Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? Focus on the coordination of the departments/programs in your organization, not on each part by itself. Have someone in charge of the plan. 6. End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Job descriptions are often complained about, but they are useful in specifying who reports to whom. 7. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project. 8. The process won't be an "aha!" It will take longer than you think.

9. Keep perspective. Keep focused on meeting the needs of your customer or clients. 10. Take care of yourself first. Organization-wide change can be highly stressful. 11. Don't seek to control change, but rather to expect it, understand it and manage it. 12. Include closure in the plan. Acknowledge and celebrate your accomplishments. 13. Read some resources about organizational change, including new forms and structures