Chapter 3: Organizational Culture, Structure, & Design Flashcards
The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.
Organizational Culture
A formal system of task and reporting relationships that coordinates and motivates an organization’s members so that they can work together to achieve the organization’s goals.
Organizational Structure
Type of organizational culture that has an internal focus, prefers flexibility over stability, and features collaboration among employees.
Clan Culture
Type of organizational culture that has an external focus, values flexibility, and is adaptive, creative, and quick to respond to changes in the marketplace.
Adhocracy Culture
Type of organizational culture that is focused on the external environment, values stability and control, and is driven by competition and a strong desire to deliver results.
Market Culture
Type of organizational culture that has an internal focus, values stability and control over flexibility, and has a formalized, structured work environment.
Hierarchy Culture
An object, act, quality, or even that conveys meaning to others.
Symbol
A narrative based on true events repeated - and sometimes embellished upon - to emphasize a particular value.
Story
A person whose accomplishments embody the values of the organization.
Hero
Activities and ceremonies that celebrate important occasions and accomplishments.
Rites and Rituals
The process by which people learn the values, norms, and required behaviors of an organization.
Organizational Socialization
Reflects the extent to which your personality and values match the climate and culture in an organization.
Person-Organization Fit
Element of Organizations proposed by Edgar Schein; gives everyone an understanding of the organizataion’s reason for being.
Common Purpose
Element of Organizations proposed by Edgar Schein; the coordination of individual effort into group-wide effort.
Coordinated Effort
Element of Organizations proposed by Edgar Schein; having discrete parts of a task done by different people.
Division of Labor
Element of Organizations; the number of people reporting directly to a given manager.
Span of Control
Element of Organizations; accountability, responsibility, and delegation; line versus staff positions.
Authority
Element of Organizations; who makes decisions; upper management or middle.
Centralized versus Decentralized Authority
Type of organizational structure in which authority is centralized in a single person with few rules and low work specialization.
Simple Structure
Type of organizational structure in which people with similar occupational specialties are put together in formal groups.
Functional Structure
Type of organizational structure in which people with diverse occupational specialties are put together in formal groups by similar products, customers, or geographic regions.
Divisional Structure
Type of organizational structure which combines functional and divisional chains of command in a grid so that there are two command structures: vertical and horizontal.
Matrix Structure
Organizational structure in which teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries.
Horizontal Design
Type of organizational structure in which the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster.
Hollow Structure
Organization whose members are geographically distant, usually working via email, collaborative computing, and other computer connections.
Virtual Organization
Company outside a company that is created “specifically to respond to an exceptional market opportunity” that is often temporary.
Virtual Structure
The process of fitting the organization to its environment.
Contingency Design
Tendency of the parts of an organization to disperse and fragment.
Differentiation
Tendency of the parts of an organization to draw together to achieve a common purpose.
Integration
