Question 1
Traditional organizational structures are often linked with top-down, highly bureaucratic mechanistic organizations that were mostly existed in the 20th century. There are four common types of traditional structures used by companies including functional, simple, divisional, and line and task organization. This kind of structures has strength and weaknesses. One of the strengths of this top-down system is that it can convey and preserve the business vision of gifted leaders. Additionally, the functional structure relies on divisions of labor, thus, turning employees into expert specialists who can create innovation to ensure the company thrives. On the other hand, the traditional top-down system has weaknesses. One of them is that the potential and abilities of low-level employees sometimes go unnoticed or unused because the emphasis is laid on stringent rules instead of creative thinking, hence often lead to low morale of these workers (Daniel, 2017).
Question 2
A boundaryless organization is an organization which is not defined any limits within its structure. One the advantage of such organizations is that they are highly responsive and flexible, and draws on talent whenever it is found. On the other hand, a learning organization is one that learns and also motivates its members to learn too, which promotes information exchange thus creating a workforce that is more knowledgeable. As a result, a flexible organization s produced where people accept and adapt to new changes and ideas, and this is very critical in the globally competitive marketplace. Therefore, with both features of flexibility, both organizations can increase strategic capability in a global environment because they can obtain and apply knowledge quickly than the competition and hence maintain a leading edge (Carlton & Perloff, 2015).
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Question 3
An implementation plan is one of the management tools used to support strategic plan in organizations. The plan breaks each strategy into recognizable steps, assigns every step to one or more individuals, and proposes the time of completion for each step. This means that implementation plan can either be sorted by person or time of completion. However, creating an implementation plan is a challenging task. As such, if there is no valid technique to perform the strategic plan, the strategic plan is likely to get dirty leading to planning backlash, which is the feeling that planning is time wastage. This implantation planning is significant especially for organizations where scarce resources is a main limiting factor. When the plan is sorted either by person or completion time, is easier for the management team to determine why the plan is not completed on a timely basis and will design changes to facilitate its completion.
Question 4
The part that is not clear to me is the reason why arts board meetings never refer back to the plan they do take considerable time to develop, and why frequently they approve a plan and ignore it. The question is “why should the board approve a plan and assume it? Why do they not include a review of the implementation plan in their meeting?
Question 5
A risk is a condition or an event that if occurs may have adverse effects on the organization including injury or harm to organization’s property, employees, clients, projects, or reputation. Therefore risk management plan defines the process an organization uses to identify, analyze and managing risks to protect itself from the negative impacts (Snow, 2014). In this context, risk management plan includes the following steps:
Step 1: establishing organizational context. This involves assessing, identifying, and documenting potential risks. It entails mapping the social scope of managing risk, stakeholders’ objectives, and the resources available to assist in risk mitigation. Step two entails identification of possible risks. This involves considering causes of the problem/risks an organization might face. It also consists of the documentation of all possible risks in a risk register according to their category. After that, the next step is risk assessment or analysis. Risk identified should be assessed for the probability of occurrence and their potential impact on loss they may bring. Evaluation will assist in determining whether the risk is acceptable or severe enough to call for treatment. After analysis, the fourth step is risk treatment. Here, courses of action are developed and a solution provided (also called risk response planning). A highest ranked risk is accessed, and a plan to treat them is set out, which may take the form of risk avoidance, retention, reduction, or transfer. The final is monitoring and review, which is done after implementation of risk management plan using risk register (Snow, 2014).
Question 6
Innovation is essential for organizations because the new ideas created help organization to thrive in the long-term. For the successful creation of innovation, a plan has to be developed. According to Neese (2017), this plan entails five significant steps. The first step is idea generation and mobilization. New idea inspiration can be started from scratch or come from improvement of existing ideas, and mobilization occurs when the idea is moved from various departments both within and outside the organization. The second stage is screening and advocacy. Because not all ideas are worth for implementation, screening and advocacy assist in evaluating the idea and measuring its possible problems and benefits to decide future of the idea. The next step is experimentation which involves testing the idea to determine its suitability for a specific organization at a particular time. After that, the next step is commercialization which is aimed towards creating market value for an idea by centering on its possible impacts. Then the final stage is diffusion and implementation where diffusion is the countrywide acceptance of the concept while implementation entails setting every required to produce the innovation (Neese, 2017).
Question 7
The relationship between organizational innovations and change management strategies is that, when organization innovates its services, processes or products, it also has to introduce an organizational change which needs to be managed as from the start of the innovation process. As such, to effectively manage these changes, managers need to develop efficient and effective change strategies for the extreme ends of the process of innovation, that is, the idea generation and implementation (Agbim, Oriarewo, & Omattah, 2013).
References
Agbim, K. C., Oriarewo, G. O., & Omattah, A. E. (2013). An exploratory study of the relationship between innovation and change management. International Journal of Scientific and Research Publications , 3 (6), 1-7.
Carlton, D. W., & Perloff, J. M. (2015). Modern industrial organization . Pearson Higher Ed.
Daniel, R. (2017, September 26). The Strengths and Weaknesses of Traditional Organizational Structure. Bizfluent . Retrieved from https://bizfluent.com/info-7780684-strengths-weaknesses-organizational-structure.html
Neese, B. (2017). Cultivating a Robust Organization: 5 Stages of the Innovation Process. Retrieved March 28, 2018 from https://online.rivier.edu/5-stages-of-the-innovation-process/
Snow, J (2014). Developing a Risk Management Plan. Retrieved March 28, 2018 from https://www.usaid.gov/sites/default/files/documents/1864/Developing-a-Risk-Management-Plan.pdf
