Resistance to Change 167 Forces for Change 166 How to Overcome Resistance to Change 168 Types of Change 167 A Model for Identifying and Overcoming Forms of Change 168 Resistance to Change 169 Managing Innovation 170 Organizational Development 170 Innovative Organizational Change Models 170 Structures and Cultures 170 Organizational Development Interventions 172 Managing Innovation During Incremental and Entrepreneurship 175 Discontinuous Change 171 New Venture Entrepreneurs and Managing Change 172 Intrapreneurs 175 Stages in the Change Process 173 Selecting the New Venture and Business Resistance to Change 174 Planning 178 How to Overcome Resistance to Change 174 A Model for Identifying and PART III ORGANIZING Overcoming Resistance to Change 176 • Chapter 7. Organizing and Delegating Organizational Development 176 Work 184 Change Models 177 Organization Considerations and Organizational Development Interventions 179 Principles 186 Entrepreneurship 182 Organizational Considerations 186 New Venture Entrepreneurs and Intrapreneurs 182 Principles of Organization 186 The Entrepreneurial Process 185 Authority 189 Trends and Issues in Management 188 Formal and Informal Authority and Scope Chapter Summary 189 and Levels of Authority 189 Centralized and Decentralized Part III: Organizing Authority 190 Chapter 7. Organizing and Line and Staff Authority 190 Delegating Work 194 Organizational Design 191 Organizational Considerations and Principles 196 Organization Chart 192 Organizational Considerations Departmentalization 193 Principles of Organization 197 Multiple Departmentalization 194 Authority 199 Reengineering Contemporary Formal and Informal Authority and Organizational Designs 195 Scope and Levels of Authority 199 Job Design 197 Centralized and Decentralized Job Simplification 198 Authority 200 Job Expansion 199 Line and Staff Authority 201 Work Teams 199 Organizational Design 202 The Job Characteristics Model 200 Organization Chart 202 Organizing Yourself and Delegating 201 Traditional Departmentalization 204 Setting Priorities 201 Contemporary Organizational Design 205 Delegating 205 Multiple Departmentalization 205 Contemporary Organizational Issues Chapter 8. Managing Team Work 214 and Designs 206 Teams and the Lessons of the Geese 216 Job Design 209 Groups and Teams and Performance 216 Job Simplification 209 Groups and Teams 217 Job Expansion 211 The Group Performance Model 218 Work Teams 212 Group Structure 219 Organizing Yourself and Delegating 212 Group Types 219 Setting Priorities 213 Group Size 221 Delegating 216 Group Composition 221 Trends and Issues in Management 218 Group Leadership and Objectives 222 Chapter Summary 219 Group Process 222 Group Roles 223 Chapter 8. Managing Teamwork 228 Group Norms 224 Groups and Teams and Performance 229 Group Cohesiveness 225 Groups and Teams 230 Status Within the Group 226 The Group Performance Model 231 Decision Making and Conflict Resolution 227 Group Structure 232 Stages of Group Development and Group Types 232 Management Styles 228 Group Size 234 Stage 1. Forming—Autocratic Group Composition 235 Management Style 228 Group Leadership and Objectives 236 Stage 2. Storming—Consultative Group Process 237
Resistance to Change 167 How to Overcome Resistance to Change 168 A Model for Identifying and Overcoming Resistance to Change 169 Organizational Development 170 Change Models 170 Organizational Development Interventions 172 Entrepreneurship 175 New Venture Entrepreneurs and Intrapreneurs 175 Selecting the New Venture and Business Planning 178 PART III • ORGANIZING Chapter 7. Organizing and Delegating Work 184 Organization Considerations and Principles 186 Organizational Considerations 186 Principles of Organization 186 Authority 189 Formal and Informal Authority and Scope and Levels of Authority 189 Centralized and Decentralized Authority 190 Line and Staff Authority 190 Organizational Design 191 Organization Chart 192 Departmentalization 193 Multiple Departmentalization 194 Reengineering Contemporary Organizational Designs 195 Job Design 197 Job Simplification 198 Job Expansion 199 Work Teams 199 The Job Characteristics Model 200 Organizing Yourself and Delegating 201 Setting Priorities 201 Delegating 205 Chapter 8. Managing Team Work 214 Teams and the Lessons of the Geese 216 Groups and Teams and Performance 216 Groups and Teams 217 The Group Performance Model 218 Group Structure 219 Group Types 219 Group Size 221 Group Composition 221 Group Leadership and Objectives 222 Group Process 222 Group Roles 223 Group Norms 224 Group Cohesiveness 225 Status Within the Group 226 Decision Making and Conflict Resolution 227 Stages of Group Development and Management Styles 228 Stage 1. Forming—Autocratic Management Style 228 Stage 2. Storming—Consultative Forces for Change 166 Types of Change 167 Forms of Change 168 Managing Innovation 170 Innovative Organizational Structures and Cultures 170 Managing Innovation During Incremental and Discontinuous Change 171 Managing Change 172 Stages in the Change Process 173 Resistance to Change 174 How to Overcome Resistance to Change 174 A Model for Identifying and Overcoming Resistance to Change 176 Organizational Development 176 Change Models 177 Organizational Development Interventions 179 Entrepreneurship 182 New Venture Entrepreneurs and Intrapreneurs 182 The Entrepreneurial Process 185 Trends and Issues in Management 188 Chapter Summary 189 Part III: Organizing Chapter 7. Organizing and Delegating Work 194 Organizational Considerations and Principles 196 Organizational Considerations Principles of Organization 197 Authority 199 Formal and Informal Authority and Scope and Levels of Authority 199 Centralized and Decentralized Authority 200 Line and Staff Authority 201 Organizational Design 202 Organization Chart 202 Traditional Departmentalization 204 Contemporary Organizational Design 205 Multiple Departmentalization 205 Contemporary Organizational Issues and Designs 206 Job Design 209 Job Simplification 209 Job Expansion 211 Work Teams 212 Organizing Yourself and Delegating 212 Setting Priorities 213 Delegating 216 Trends and Issues in Management 218 Chapter Summary 219 Chapter 8. Managing Teamwork 228 Groups and Teams and Performance 229 Groups and Teams 230 The Group Performance Model 231 Group Structure 232 Group Types 232 Group Size 234 Group Composition 235 Group Leadership and Objectives 236 Group Process 237