WOP Lecture 12: Organizational structure and culture Flashcards
organizational structure =
the division of labor as well as the patterns of coordination, communication, workflow and formal power, that directs the organizational activities
division of labor =
dividing work into separate jobs and activities, assigned to different people.
horizontal division =
more narrow tasks
vertical division
more layers, dus meer mensen krijgen verschillende taken
sometimes both horizontal and vertical, but not necessary
oke
when is division of labor effective
only when activities are coordinated
informal communication
- sharing info
- common mental models
where is work coordination necessary especially
- ambiguous situ
- non routine situ
where is informal communication aided by
information technology,
liaison/integrator roles, temporary
teams
3 aspects of coordination of work activities
- informal communication
- formal hierarchy
- standardization
formal hierarchy
direct supervision
chain of command
power over others to direct work processes, allocate resources
standardization 3 forms
standardized:
processes (simple/routine tasks)
outputs
skills
4 elements of organizational structure
span of control
centralization
departmentalization
formalization
span of control =
number of people reporting directly to the next hierarchical level = direct reports
wide structure
ook wel flat
weinig lagen, dus grote groepen
narrow
ook wel tall
heel veel lagen, iedereen heeft een baas
wat gebeurt er als het bedrijf groeit
more layers are required, dus taller / narrow structures
problems of taller structures
lower quality
timely upward information
cost
less empowerment
less engagement
optimal span of control depends on
coordination mechanisms that are used (3 van net -> welke zijn het??? ;))
type of task
interdependence of employees
centralization
degree to which formal decision authority is held by a small group of people
dus centralization = een baas at the top
decentralization
veel mensen maken decisions -> dispersed decision making authority
locus of decision making authority
wie de beslissingen maakt
formalization =
level of standardization of behaviour
dus hoeveel rules, procedures, training etc
advantages of formalization
efficiency
compliance
consistency omhoog
work stress omlaag
disadvantages of formalization
flexibility
learning
creativity
autonomy
job satisfaction
organic structure
wide span of control
low degree of formalization
decentralized
voor welke soort environment is organic
dynamic, hostile
mechanic structure
narrow span of control
high degree of formalization
high centralization
voor welke environment is mechanic
stable
how are employees and their activities grouped?
= departmentalization -> via organizational charts
three functions of departmentalization
- establishes chain of command
- creates common mental models, focus
- encourages coordination by informal communicatioon
6 most common structural forms
simple, functional, divisional, team-based, matrix and network
functional structure
organizes employees around knowledge or other resources
bv finance, production en marketing
= apple
benefits of functional structures
- Economies of scale
- Supports professional identity and career paths
- Easier supervision
nadelen functional structures
- Emphasizes subunit more than organizational goals
- Higher dysfunctional conflict
- Poorer coordination, requires more controls
divisional structure (types)
organizes employees around:
1. end products or services
2. client groups
3. geographical areas
= philips eerst: healthcare, lightning, innovation
advantages divisional structures
building block type of structure -> supports growth or strategy
focus on markets, products or client groups (dus op de outcomes)
disadvantages of divisional structure
duplication, inefficient use of resources
specialization in silos in org
less knowledge sharing
Team-based structures
are very flat, with low formalization, and organize
self-directed teams around work processes rather than functional specialties.
The matrix
structure
combines two structures to leverage the benefits of both types. However, this
approach requires more coordination than functional or pure divisional structures, may dilute
accountability, and increases conflict.
network structure
is an alliance of several
organizations for the purpose of creating a product or serving a client.
4 contingencies for success
environment
size
technology
strategy
dynamic environment
many changes, unforseeable future
= organic structure
stable environment
changes are predictable, not much change
= mechanic structure
hostile environment
competition, scarce resources
= organic structure to respond quickly
munificent environment
enough resources and demand
= organic structure not needed
complex environment
many elements
= decentralize
simple environment
few things to monitor
= less need for decentralization
diverse environment
multiple products, cllients and locations
- divisional structure + decentralize
integrated
1 product, client or location
= functional or geographic divisional structure
dus bij welke environment organic structure
dynamic, hostile
waar decentralization
complex and diverse
waar functional of geographical divisional structure
integrated (met een product of client of locatie)
larger company =
job specialization
standardization
formalization
decentralization
strategy
¡ Points to the environments in which the organization will operate
¡ Leaders decide which structure to apply
structure follows strategy
organizational culture=
the shared values and assumptions in an organization
values =
stable, evaluative beliefs that determine our preference for a certain outcome or approach
= conscious perceptions of what is right or wrong
assumptions
= unconscious!!
perceptions about the correct way of deeling with problems and opportunities
dus verschil values and assumptions
values = conscious
assumptions = unconscious
artefacts
Visible signals and signs, observable manifestations van een bedrijf
shared values
conscious
what is good/bad
cognitions
2 verschillende values
espoused = presenteren
enacted = wat ze echt doen
shared assumptions
unconscious
taken for granted
implicit mental models
prototype for behaviour
4 typen artefacts
physical structures
language
rituals and ceremonies
stories and legends
wat doen artefacts
represent, maintain and strenghten the culture
signal and pass on culture to newcomers
maar… very hard to decipher (ontcijferen)
categorizations of org. culture
Innovation, stability, respect for people, outcome orientation,
attention to detail, team orientation, aggressiveness
problems of categorizations and culture models
- Oversimplification of diversity
- Ignoring deeper assumptions
- Values exist within individuals, not within work units
- Not automatically shared by everyone in an organization
- Often subcultures exist > blurry
subculture
- parallel to the dominant structure
- enhance differ or contrary to dominant culture
wat als een subculture contrary is
counterculture
relevance of subcultures
- source of conflict and dissension (dysfunctional behaviour risk)
- source of attentiveness and critical thinking -> creativity (guard performance and ethical behaviour)
- sources of info in order to adapt to changing environment (long term survival!)
strenght of a culture depends on
- do employees understand and embrace dominant values
- are values and assumptions institutionalized through widespread artefacts
period in which the culture has prevailed often links back to the founder of the organization
oke
functions of a strong culture (3)
- social control system
- social glue
- sense making
impact of the strength of a culture depends on
fit with environment
not being a cult -> moderate strength
adaptiveness
outcomes
org. performance
employee wellbeing
bicultural audit
establishing the cultures of 2 organizations
- differences and similarities?
- could differences lead to conflict?
- action plan
assimilation
acquired org embraces new culture
deculturation
acquiring org. enforces culture
= bij resistance!
integration
combining the best aspects
slow!!
separation
keep their own culture
bv in verschillende landen, of bij verschillende activiteiten
changing and streghtening org culture
- attraction, selection and socialization -> cultural fit
- support workforce stability and communication
- introduce culturally consistent rewards and cognition
- align artefacts with wanted culture
- actions of founders and leaders
ASA theory
attraction
selection
attrition
organizational socialization
The process by which individuals learn the values, expected
behaviors and social knowledge necessary to assume their roles
in the organization
3 phases of organizational socialization
- pre-employment stage
- encounter stage
- role management
pre employment stage
outsider
gathering info
forming expectations
encounter stage
newcomer
testing expectations
role management
insider
strenghten relationships
changing roles and behaviour
resolving conflict
welke processes horen bij socialization
learning and adjusting, leads to perceptions on the nature of the psychological contract
improve the socialization process
- prior to hiring: realistic job preview (information)
- after hiring: socialization agents, buddies
