section A

If you are currently working in an organisation, draw an organisation chart for it. Otherwise, draw one for an organisation with which you are familiar.

After you have produced your own chart, try to obtain an official chart or description of the organisation.

Compare your version with the official version.

To what extent would you regard your organisation's structure as reminiscent of a bureaucratic one?

How much of a match is there between either of these versions and the BB Company's bureaucratic structure? To what extent does the organisation of work conform to Weber's bureaucratic principles?

What barriers might exist for an organisation, structured as a bureaucracy, to be able to adapt to strong 'winds of change' blowing from its environment?

Question text

Reflective exercise 7.2

Consider the three different ways of horizontally structuring organisations as already discussed.

From your own experience and that of others known to you, what advantages and disadvantages are there, in each of these types, for the following groups of workers?

Professional 'experts' who specialise in a narrow field of work (e.g. nurses working in operating theatres; writers of distance learning materials concerned with the training of staff in human resources departments).

Unskilled workers on factory assembly lines.

Marketing managers.

Call centre advisors, located in one place, but taking calls from anywhere in the world.

How similar/different are the advantages and disadvantages for one group of workers compared to another?

How far your findings demonstrate the argument that different individuals and groups will perceive the 'same' organisational structures in different ways?

Question text

Reflective exercise 7.3

Koontz and Weihrich (1990) say that matrix-type organisations occur frequently in construction, aerospace, marketing and management consulting firms in which professionals work together on a project.

Figure 10.2 (pp286) shows a matrix structure for an advertising agency, which is an example of the last of the instances just mentioned. The BB Company, as a building construction firm, is an example of the first of Koontz and Weihrich's examples.

Using any general knowledge you may have of the building industry to embellish the description of the BB Company, design a matrix structure for the way the organisation, as a whole, might operate. Then design a matrix structure for a division or department that deals only with the building of homes.

Compare your results with those of anyone else who can be persuaded with this. Argue the pros and cons for any differences.

Reflective exercise 7.4

Refer back toChapter 6and the discussion of external and internal environmental triggers for change. Drawing on your own speculations and intuition, as well as what you can glean from the account, consider where you think the triggers for change were coming from for the organisation

inIllustration 10.8 (pp292). How might some triggers have interacted with others?

If your organisation (or your particular part of it) is structured into self-managing teams, what, if any, are the issues that cause most concern? What benefits are there for managers and others?

If your situation is one of individualised working or managed teams, what benefits and barriers could you envisage in moving to a structure of self-managed teams?

Unit 7 Structure and Change within Organisational Paradigms

Discuss, using appropriate organisational examples, how structure relates to the overall effectiveness of an organisation.

Discuss how an organisation' s structure could either help or hinder decision making and problem solving processes.

22 June 2004

Mitsubishi Motors Corporation (MMC) today announced plans to revise its organisational structure. The changes will see the company's structure slim down from 230 departments to 131, which will hopefully speed up the decision-making process and clarify responsibilities.

The MMC affirms the following guiding principles in conducting business, which are the same since the company began in the 1930s. It has recognized that there have been dramatic shifts in values, the structure of society and environment since its first values were announced, and therefore some revisions are necessary to bring it up to date.

'Shoki Hoko' - Strive to enrich society, both materially and spiritually, while contributing towards the preservation of the global environment.

'Shoji Komei' - Maintain principles of transparency and openness, conducting business with integrity and fairness.

'Ritsugyo Boeki' - Expand business, based on an all-encompassing global perspective.

To support its desire to restore consumer trust in the company and a belief in how employees should be treated, MMC has created a number of restructuring initiatives.

Restoring trust, implementing reform

A Business Ethics Committee consisting mainly of experts from outside the company will be established to supervise the company's efforts to comply with its pledge to place the utmost importance on customers, safety and quality.

A new Quality Affairs Office will handle issues related to quality assurance and management, while a new Corporate Social Responsibility (CSR) Promotion Office, directly under the CEO, will promote and improve quality auditing and compliance issues throughout the company.

A Corporate Restructuring Committee (CRC), headed by a Corporate Restructuring Office appointed from among outside investors, will be set up directly under the CEO for one year and cross-functional teams created for all issues related to the revitalization plan. The teams will reach through the entire organisation and make bold proposals to the CRC.

Organisations directly under the CEO (Chairman of the Board) and COO (President)

The CEO will supervise departments related to overall management while the COO will supervise departments involved in executing business operations. Newly established departments reporting to the CEO include the CSR Promotion Office, Finance Group Headquarters, Group Corporate Strategy Office and the secretariat of the CRC.

Newly established departments reporting directly to the COO include the Quality Affairs Office, Corporate Staff Office, Product Operations Group Headquarters, Domestic Operations Controlling and Accounting Department, and Produce Controlling and Accounting Department.

Other departments to be set or re-organized

CSR Promotion Office, which also includes the Business Ethics Committee

Finance Group Headquarters will include the Group, Overseas, Domestic and product Controlling and Accounting Departments

Group Corporate Strategy Office

Quality Affairs Office

Corporate Staff Office

Product Operations Group Headquarters

Production and Logistics Office

Global Aftersales Office

Domestic Operations Group Headquarters

Overseas Operations Group Headquarters.

In short, all functions will fall under the CEO or the COO. The aim is to clarify the roles and responsibilities for each part of the business. More detailed information can be found at:http://media.mitsubishi-motors.com/pressrelease/e/corporate/detail1069.html

The organisation chart shows lower levels of the structure in more detail.

Question1

How would you categorize these changes in terms of the types of change?

Question2

Question text

Attempt to match the proposals and the structure shown inIllustration 7.18to any, or a mixture, of the types of organisational structure discussed in this chapter.

Question3

What might be the advantages and disadvantages of Mitsubishi's proposed structural changes?

Identify the advantages and disadvantages of bureaucratic structures that are departmentalised by the alternative forms of function, product/serviced, or by customer/geographic location by selecting from the drop-down boxes.

completedDepartmentalisation by and Advantage/Disadvantage with 19 questions in each column (38 in total). Depending on your browser view you may need to scroll right to see the second column.

	Departmentalisation by	Advantage/Disadvantage
Local market knowledge	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Can encourage 'tunnel vision' approach which stifles innovation and creativity.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Each function has high level representation.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Encourages development of specialist skills.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
May reduce top management's control over divisions.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Higher administration costs.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Maximises use of employees' skills and specialist knowledge.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Greater sales, budget, profit accountability	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Greater opportunities for innovation.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Benefits of proximity to market and customers.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
May increase divisions' overhead contribution to centralised functions, thus decreasing profits.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Enhances control by top management.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Control by top management may be more problematic.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Reduction in travelling/transportation time and costs.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
May provide access to lower labour costs.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Does not encourage / provide opportunities for development of general management skills.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
May result in duplication of functions/activities.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
May be overlap of functions and duplication of activities across product areas.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage
Becomes disadvantageous as organisation grows in size and scope, e.g. number of products, services, locations.	Answerfunctionproduct or servicegeographic location	AnswerAdvantageDisadvantage

Unit 8 Perspectives on Organisational Culture and Change

Reflective Exercises

Please complete the following.

Question text

Reflective exercise 8.1

The scales relate to the organisational culture characteristics listed inIllustration 11.1 (pp330). Put a cross on each scale according to how you rate your own organisation (or one with which you are familiar). If possible, ask colleagues in different parts of the organisation to your own to carry out this rating process. This will help analyse their perspective of the organisation and how they perceive these characteristics of culture.

Organisational culture characteristics

Innovation and risk taking
Attention to detail
Outcome orientation
People orientation
Team orientation
Aggressiveness
Stability

Upon completion of your analysis of your organisation's culture and that of your colleagues, analyse where there are any differences; consider why their views might be different from your own.

Question text

Reflective exercise 8.2

Look back at the discussion of Miles and Snow's typologies of strategic behaviour and Mintzberg's organisational forms inUnit 7, Chapter 10 and assess how well or poorly they fit with the types of culture proposed by Handy and Pheysey.

Question text

Reflective exercise 8.3

Compare and contrast Calori and De Woot's country groupings and characteristics with the countries' positions on Laurent's cultural dimensions and the models presented inFigure 11.5 (pp351). To what extent do any of these characterisations agree with your own experience, either through business dealings or as a tourist?

Unit 8 Perspectives on Organisational Culture and Change

Self-assessment Questions

Please complete the following.

Question text

Critically evaluate the notion that a strong culture results in commercial success for an organisation.

Question text

Explain with examples why it is important that the culture of an organisation is compatible with the wider societal culture in which it operates.

Hofstede's research on culture, and particularly the influence of national culture on organisational culture, makes an important contribution to understanding of the significant influence of cultural diversity in international business. Based on your understanding of Hofstede's Cultural Dimensions, identify the dimensions he uses as a framework for cross-cultural analysis from the pull-down box with the appropriate characteristics listed below.

Characteristics	Dimension
The extent to which society members feel threatened by uncertain or unknown situations.	AnswerPower distanceIndividualism/CollectivismMasculinity/FemininityUncertainty avoidanceLong term orientation
The extent to which the less powerful members of institutions and organisations expect and accept that power is unequally distributed.	AnswerPower distanceIndividualism/CollectivismMasculinity/FemininityUncertainty avoidanceLong term orientation
How distinct are social gender roles?	AnswerPower distanceIndividualism/CollectivismMasculinity/FemininityUncertainty avoidanceLong term orientation
In some societies the ties between individuals are loose while in others there is greater collectivism and people tend to form strong cohesive groups.	AnswerPower distanceIndividualism/CollectivismMasculinity/FemininityUncertainty avoidanceLong term orientation
The extent to which a society exhibits a pragmatic, future-oriented perspective.	AnswerPower distanceIndividualism/CollectivismMasculinity/FemininityUncertainty avoidanceLong term orientation

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Identify the key elements of Brown's (1995) and Robbins (2001) methods of assessing organisational culture described in Unit 8 of the module text by selecting the appropriate author box.

Characteristics	Dimension
Artifacts	AnswerBrown (1995)Robbins (2001)
Attention to detail	AnswerBrown (1995)Robbins (2001)
Symbols and symbolic action	AnswerBrown (1995)Robbins (2001)
Beliefs, values and attitudes	AnswerBrown (1995)Robbins (2001)
Basic assumptions	AnswerBrown (1995)Robbins (2001)
Innovation and risk taking	AnswerBrown (1995)Robbins (2001)
People orientation	AnswerBrown (1995)Robbins (2001)
Language in the form of jokes, metaphors, stories, myths and legends	AnswerBrown (1995)Robbins (2001)
Team orientation	AnswerBrown (1995)Robbins (2001)
Behaviour patterns in the form of rites, rituals, ceremonies and celebrations	AnswerBrown (1995)Robbins (2001)
Stability	AnswerBrown (1995)Robbins (2001)
Outcome orientation	AnswerBrown (1995)Robbins (2001)

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Identify the advantages and disadvantages of bureaucratic structures that are departmentalised by the alternative forms of function, product/serviced, or by customer/geographic location by selecting the pull-down boxes. Match the key characteristics of the alternative typologies of organisational culture to the authors which developed them.

	Author	Typology
Single person or group dominates	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension
Decision-making is centralised	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension
Works by logic and rationality	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension
Activity controlled by rules and regulations rather than personal directive from the top	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension
Activities are coordinated, rather than controlled	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension
Emphasis is on defined roles with members expected to fulfil but not overstep them	AnswerHandy (1993)Deal & Kennedy (1982)Scholz (1987)	AnswerPower cultureRole cultureTask culturePerson cultureTough-guy, macho cultureWork-hard/play-hard cultureBet-your company cultureProcess cultureExternal dimensioninternal dimensionEvolution-induced dimension

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section B

This assignment is designed to give the student practice with understanding APC concepts, groups, and payment rates. Students will use the most recent OPPS Addendum A and Addendum B. Addendums A and B are located athttps://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/HospitalOutpatientPPS/Addendum-A-and-Addendum-B-Updates

INSTRUCTIONS:Locate the most recent OPPS Addendum A and Addendum B on the Medicare website.

1. Using Addendum A, identify a set (example is Pathology) of surgical APCs that are paid at the full rate. Exclude New Technology.
   1. Set:
   2. Status Indicator

1. Using Addendum A, identify a set (example is Airway Endoscopy) of surgical APCs that are paid at a discounted rate when multiple procedures are performed. Exclude New Technology.
   1. Set:
   2. Status Indicator

1. In Addendum A, locate APCs 5111-5116. APC 5111 is SI T and the remaining APCS are SI J1. How is SI J1 different from T?

1. Using Addendum B, locate five packaged codes/services from different areas of the code set (i.e., not all five from anesthesia).
   1. X
   2. X
   3. X
   4. X
   5. X

1. Packaged services are not separately payable. Are you surprised that any of the services you identified in question #4 are not separately payable? What statistics or measures are impacted when a packaged service is provided during a clinic visit? For example, an immunization provided during a clinic visit.

1. Using Addendum B, identify an inpatient-only procedure. Give a reason why this procedure would be approved for the inpatient setting but not the outpatient setting.

1. Scenarios. Identify the APCs and payment status indicators (SIs) for each scenario (Addendum B). Which APCs are not packaged and would yield reimbursement for the facility?

1. Repair of lower jaw fracture is performed (21470). X-rays of the jaw (70110) and facial bones (70150) are performed. List the APCs and SIs. Which APC(s) are separately payable?

1. Patient evaluated in the ED (99282) for a racoon bite to the arm. Rabies vaccine was given to the patient (90471 and 90675). List the APCs and SIs. Which APC(s) are separately payable?

1. Patient has a dermatology appointment. The physician drains a pilonidal cyst (10080) on the patient's lower back near the tailbone. Local anesthesia is provided (00300). Additionally, the physician removes a callus on the patient's big right toe (11055). Lastly, the physician removes 8 skin tags (11200). List the APCs and SIs. Which APC(s) are separately payable?

1. How could the facility/physician circumnavigate the APC packaging rules for scenario 7C in order to receive additional reimbursement?