Structure, Culture

Question 1

Organizational Structure

Answer 1

How you organize your people to achieve the common goal

Question 2

Chain of Command

Answer 2

The configuration of reporting relationships within organizations (who reports to whom)
- Determines formal authority

Question 3

Span of Control

Answer 3

Number of employees that report to a given supervisor
- Wide span: Many subordinates reporting (flat hierarchy)
- Narrow span: Few subordinates reporting (tall hierarchy)

Question 4

Centralized

Answer 4

Authority & decision-making is concentrated among a few top managers

Question 5

De-Centralized

Answer 5

Authority & decision-making is spread throughout all levels of an organization

Question 6

Formalization

Answer 6

The extent to which the organization relies on rules & procedures
- HIGH Formalization: Specific documented procedures for each situation

Question 7

Cost-Leadership

Answer 7

Efficiency is key!
- Need to cut costs to achieve low prices
- often mechanistic

Question 8

“Price-Premium” Differentiation

Answer 8

Provide the highest level of quality & service

Question 9

Organizational Culture

Answer 9

Set of values, attitudes, beliefs, & expected behaviour shared by members of an organization
- ‘Internal Personality’ of an organization

Question 10

Level of Culture (3)

Answer 10

1. Artifacts
2. Espoused Values
3. Assumptions

Question 11

Artifacts

Answer 11

‘Tip of the iceberg’ Highest level
- Tangible aspects that can be seen, heard, observed
- ex: open offices, formal & informal events

Question 12

Espoused Values

Answer 12

Desired shared principles, standards & goals
- ex: personal relationships, aim to have ‘fun’ at work

Question 13

Assumptions

Answer 13

What is ‘under water’ Lowest level
- Often unspoken, ‘reality’
- ex: Happy employees benefit the organization (lower turnover, better quality work)

Question 14

Content Dimensions of Organizational Culture (6)

Answer 14

• Competitiveness
• Innovation
• Conflict Tolerance
• Individual Initiative
• Tolerance of Failure
• Power Distance

Question 15

Manifestations of Culture

Answer 15

• Symbols
• Stories
• Heroes
• Slogans
• Ceremonies

Question 16

Diagnosing Culture

Answer 16

• ‘What do I have to say/do to fit in, get my boss’ attention, get ahead, feel like a part of the group?’
• ‘What is really important around here?’
• ‘How do things really get done around here?’

Question 17

Adaptive vs Non-Adaptive

Answer 17

Adaptive: Risk-taking, open to change & innovation, values entrepreneurship

Non-Adaptive: Bureaucratic, reactive & risk averse, slow to change, emphasis on maintaining/improving current practices

Question 18

Espoused vs Enacted

Answer 18

Espoused: The “desired” culture
- mission statement

Enacted: The “real” culture
- perceived values

Question 19

Manifestations of Culture

Answer 19

How do you communicate your values to consumers

• Symbols
• Stories
• Heroes
• Slogans
• Ceremonies

Question 20

Strong vs Weak Culture

Answer 20

Strong: Widely agreed/held beliefs, values & assumptions
- strong impact on behaviour

Weak: Disagreement/Confusion surrounding beliefs, values & assumptions
- behaviour is influenced through formalized systems

Question 21

Attraction-Selection-Attrition Theory

Answer 21

Individuals with similar personalities tend to be attracted to & hired by the same kind of organization (selection)

Individuals with different personality types tend to leave the organization (Attrition)

Question 22

Content Dimensions of Organizational Change (6)

Answer 22

1. Competitiveness
2. Innovativeness
3. Conflict Tolerance
4. Individual Initiative
5. Tolerance of Failure
6. Power Distance
   (Extent to which formal hierarchical differences are emphasized vs being treated as equals)

Question 23

What Deters Change?

Answer 23

• Rigid formal structure
• Some leadership & management styles
• Physical design of spaces & buildings
• Current employees who fit the current culture