Topic 3A Organizational Culture/ Structure (chapter 8) Flashcards
Accountability
Describes expectation that managers must report and justify work results to the managers above them
Adhocracy Culture
Emphasis on innovation and creation
External focus
Values flexibility over stability
Adaptable, creative, and quick to respond to changes in the environment
EX) google
Authority
The right to perform or command; also, the rights inherent in a managerial position to make decisions, give orders, and utilize resources
Boundaryless Organization
A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers
Centralized authority
Organizational structure in which important decisions are made by upper managers—power is concentrated at the top
Clan culture
Emphasis on employee collaboration
Internal focus
Values flexibility over stability and control
EX) chick-filA
Corporate culture
Set of shared taken-for-granted implicit assumptions that group holds and that determines how it perceives, thinks about, and reacts to its various environments
Customer divisions
Divisional structures in which activities are grouped around common customers or clients
Decentralized authority
Organizational structure in which important decisions are made by middle-level and supervisory-level managers—power is delegated throughout the organization
Delegation
The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Divisional structure
People with diverse occupational specialties are put together in formal groups either by: (1) similar products or services; (2) customers or clients; or (3) or geographic regions.
Enacted values
Values and norms actually exhibited in the organization
Espoused values
Explicitly stated values and norms preferred by an organization
Functional structure
people with similar occupational specialties are put together in formal groups
Geographic divisions
Divisional structures in which activities are grouped around defined regional locations
Hierarchical culture
Type of organizational culture that has an internal focus and values stability and control over flexibility
Formalized, structured work environment
EX) amazon
Hollow/ Network Structure
The organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster
Integration
Market culture
Emphasis on competition and “winning”, i.e. delivering results
External focus
Values stability and control
EX) Uber
Matrix structure
Fourth 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
Modular structure
Firms that use a modular structure will assemble product “chunks” or modules, provided by outside contractors
EX) Bombardier’s Continental business jet is built in pieces, or modules, in Ireland and shipped to Kansas to be assembled
Narrow (tall) span of control
Organization
A group of people who work together to achieve some specific purpose. A system of consciously coordinated activities of two or more people
Organization chart
Box-and-lines illustration of the formal relationships of positions of authority and the organization’s official positions or work specializations
Organizational culture
Sometimes called corporate culture; system of shared beliefs and values that develops within an organization and guides the behavior of its members
Organizational design
is concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies
Organizational socialization
the process by which people learn the values, norms, and required behaviors of an organization.
Organizational structure
defined as the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how if perceives, thinks about, and reacts to its various environments
sometimes known as “corporate culture”
Product divisions
Divisional structures in which activities are grouped around similar products or services
Responsibility
The obligation one has to perform the assigned tasks
Rites and rituals
activities and ceremonies that celebrate important occasions and accomplishment
Simple structure
has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization
Span of control
The # of people reporting directly to a given manager
Story
narrative based on true events repeated—and sometimes embellished upon—to emphasize a particular value
Symbol
an object, an act, a quality, or event that conveys meaning to others
Virtual structure
Company outside a company that is created “specifically to respond to an exceptional market opportunity” that is often temporary
Wide (flat) span of control
What are the 3 keys to achieving vision and strategy
- Build and support the right culture
- Get the right organizational structure
- Establish effective Human Resources practices
Organizational structure
Concerned with __________ reports to __________ and ________ specializes in __________ work.
Who
Whom
Who
What
Human Resources Practices
consist of all of the activities an organization uses to manage its human capital, including staffing, appraising, training and development, and compensation
What are the 4 types of organizational culture
–Clan
–Adhocracy
–Market
–Hierarchy
Each type of culture can be described using 2 dimensions:
Horizontal dimension
inward focus (towards operations and employees) or outward focus (toward customers and shareholders)
Each type of culture can be described using 2 dimensions:
Vertical dimension
flexibility (and discretion) or stability (control)
Heroes
person whose accomplishments embody the values of the organization
How do employees learn culture? (5 things)
- Symbols
- Stories
- Heroes
- Rites and Rituals
- Organizational socialization
What are the 3 categories of organizational designs:
- Traditional designs
- Horizontal designs
- Open boundaries between organizations
There are 8 types of organizational design, what are the traditional designs? (4 types)
- Simple
- Functional
- Divisional
- Matrix
There are 8 types of organizational design, what are the horizontal designs? (1 kind)
- Horizontal Structure
There are 8 types of organizational design, what are the open boundaries between organizations? (3 kinds)
- hollow
- Modular
- Virtual
Horizontal Design
teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries
Virtual Organization
Organization whose members are geographically distant, usually working via e-mail, collaborative computing, and other computer connections
Organizational culture, organizational structure and HR practices should be _________ with its vision and strategies
aligned
If managers ____________ the strategy of the organization, they need to change the culture, structure, and HR practices to support it
change
Similarly, as companies __________, the culture, structure and HR practices need to grow with it.
Grow
