15: Org Structure & Change

As discussed in the last lesson, organizations develop a structure and culture that is unique. This culture is more important than most people realize (but of course YOU aren't one of those people who doesn't know culture has a significant impact on performance and employee retention). Structure and culture are closely related.

Finding the right structure is a central concern of any organization. Structure is more than lines and boxes on an organizational chart: it is a rational arrangement of roles and relationships that depicts desired patterns of activities, expectations, and exchanges among employees and with external constituents like customers or clients. Like most things - ideally structure would be considered a GOOD thing that improves an organization. (The structural frame, 2016).

Putting it all together: Think 'Organization Design'

Between the textbook reading and this video, it's much easier to understand why organizational change is so incredibly difficult to do well and in a way that empowers vs. punishes the majority of your employees. The real key is motivation (Davis mentions this in different words). You need buy-in from all parties to the process to ensure the most efficient and effective adaptation to the change.

Pro Tip: I have often found that just (1) making sure those affected feel heard and listened to, or feel represented, and (2) communicating with people directly about things so they feel informed as to the WHY of change are very effective methods for managing change. Even when nothing is done with the input from employees, it is enough for them to have been able to provide it for them to go along with the change without feelings of injustice. If you think about what we've learned this makes perfect sense, BUT it's often not done in organizations. Giving employees the chance to be heard helps to support their autonomy, helps them to not feel like the organization is a dictatorship, etc.

For example, one of the ways the University accomplishes this is through a process called Faculty Governance. Much of the changes to my job are implemented via committees of Faculty. Faculty vote on who serves on the committees and they can attend any and all committee meetings even if they are not personally serving on them. So, even if I personally don't get a say or a direct chat about each change (and there are a LOT each year here), I still don't feel as if it is an unjust system because I was represented and had the option to be heard.

🔃 Closing The Loop

I hope all of you feel prepared to be effective in your future work life and continue developing yourself into a more effective person throughout your life. I promise if you devote yourself to practicing your skills (especially those relating to communication and emotional intelligence) - you will have more opportunities come your way than those who don't make the effort to hone those skills. It's an opportunity for exponential gains. In addition I hope you have ideas about how work can be better for everyone - and that you share those when you can to the benefit of both yourself and others.

It was my pleasure to have all of you in class - and I truly hope you had a wonderful experience. If you are so inclined, please do keep in touch. I love to know where my students ended up in the future and I'm always happy to provide a bit of advice here and there.

References & Attributions

The structural frame. (2016). In R. C. Wittman (Course Materials), LDRV 302: The Leadership Function. University of Arizona.