Chapter 8: Organizational Culture, Structure, and Design: Building Blocks of the Organization ~ MGMT 320 ~ DR. TAMELA D. FERGUSON ~ ULL ~ WinterSession2020

slogan or saying. ~ The desirable corporate culture can be expressed in languages, slogans, sayings, and acronyms. "Be all you can be," the Army's slogan from 1980 to 2001 is an example of a very successful advertising campaign.

"Be all you can be is an example" of a(n)

role modeling, training, and coaching

Ben recommends that Julia implement culture change by utilizing which of the following?

Mechanistic

Best for companies operating in stable environments.

Organic

Best for companies that need to respond to rapidly changing consumer tastes.

observable artifacts

Bill Gore believed in keeping operational facilities small due to his focus on high quality interpersonal relationships, and as such, the company splits up people at a facility once it reaches a certain size by creating a new location. Which level of organizational culture does this describe?

organic

Bill Gore wanted to start a company that was free from bureaucracy and a command and control style of leadership. He felt that this was the best way to foster creativity, engagement, and innovation. What type of organizational design fits best with this view?

Matrix

Branch managers at First National Bank report to both a retail banking manager and a central operations officer. One of the managers is focused on sales and the other on control measures. What type of organizational structure does this most closely resemble?

Market and Hierarchy

Brandon prefers the chance to perfect the job he's currently doing, rather than being pressured to constantly change the way he does things. He also works well under pressure and is driven by success.

Focus on Being Optimistic

Brianna's new supervisor is changing quite a few of her division's routines and procedures. Brianna is looking forward to seeing how these changes might positively impact her workgroup and knows that pretty soon, the changes will feel normal.

Clan

Caprice works for a regional airline whose corporate culture encourages employees to collaborate and become involved to increase their job satisfaction.

This is related to who makes important decisions in the organization

Centralization vs. decentralization

Mechanistic Organizations

Centralized hierarchy of authority

Without this, the organization begins to drift and become disorganized

Common purpose

Individuals do make a difference, but they cannot do everything themselves

Coordinated effort

Anticipatory Phase

Daniel is searching for a job and finds an organization he's interested in working for. He reads through current employee reviews of the company online and peruses the company website.

Market

Daveed works for a real estate company with a culture that values employees' ability to focus on the customer, react quickly, and deliver quality work on time.

There needs to be a link among strategy, culture, and structure.

Dean brings up the ambiguity branch managers at First National Bank face. He believes senior leadership needs to make the managers' most important priorities clear. This thinking most closely resembles which of the following principles?

Organic Organizations

Decentralized hierarchy of authority

This results in greater efficiency

Division of labor

Measurable and Controllable Activities

Elision is tracking the number of hours of ethics education its employees earn.

Take Ownership and Accept Responsibility

Ethan let his team down today when he showed up to a client presentation completely unprepared. He apologized to his team members for his mistake and told them he had no excuse. He made a commitment to not let them down again.

Organic Organizations

Few rules and procedures

Mechanistic Organizations

Few teams or task forces

Organic Organizations

Flatter structure

Customer divisions ~ tend to group activities around common customers or clients, such as types of products.

Ford Motor Co. has separate divisions for passenger cars, for large trucks, and for farm products. Ford uses _______ in its organization.

Mechanistic Organizations

Formalized communication

centralized; decentralized

Francisco's subordinates are clashing over the fact that Dean believes in ________ authority while Charlotte is advocating for ________ authority.

Clan and Market

Frank likes to work in a fun atmosphere where there's a good amount of healthy competition between employees and where everyone is highly involved with the organization.

Wide

Freshii emphasizes a lean management structure. This means that span of control at Freshii is generally

decentralized.

Freshii headquarters uses a flat organization, which means decision making is more

horizontal

Freshii's organizational structure most closely resembles which of the following designs?

Change and Acquisition Phase

Henley has been with her current company for about six months and is no longer feeling like a "newbie." She's setting short- and long-term performance goals with her supervisor for her primary work projects.

Mechanistic Organizations

Many rules and procedures

Market

Olivia works for an investment firm with a culture that focuses on productivity and profits over employee development and satisfaction.

formal statements

Patrick recommends that Julia implement culture change by utilizing which of the following?

The cafe is small enough in size that it can be maintained as a flat organization without a middle manager. ~ A flat organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them. Like other flat organizations, Rick's Cafe has an organizational structure with few or no levels of middle management between top managers and those reporting to them.

Rick's Cafe is a new restaurant in town. It has Rick, (the owner), five waitstaff, two cooks, a busboy, and a hostess. He is considering hiring a manager for the restaurant and asks for your thoughts. What advice would you give him?

virtual organization ~ is one whose members are geographically apart, usually working with e-mail and other forms of information technology while often appearing to customers and others to be a single, unified organization with a real physical location.

Sandra, George, Jose, and Antwan are working on a project for a customer that is aimed at cutting the client's utility costs. The four members of this workgroup are located throughout the Southeast, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This workgroup is an example of a

Anticipatory Phase

Savannah is in her third round of interviews at ABC corporation and thinks she may like working there but would like more information. A former classmate already works for the company, so Savannah reaches out to her to find out more information about the organization's culture.

Organic Organizations

Shared tasks

This is linked with whether the structure is taller or flatter

Span of control

Common Goal ~ Integration is the tendency of the parts of an organization to draw together to achieve a common purpose. In a highly integrated organization, the specialists work together to achieve a common goal.

Specialists work together to achieve ________ in a highly integrated organization.

Mechanistic Organizations

Specialized tasks

Culture ~ is transmitted to employees in several ways, most often through such means as symbols, stories, heroes, rites and rituals, and organizational socialization.

Symbols, stories, heroes, and rites and rituals are ways in which ____ is (are) most often transmitted to employees.

Mechanistic Organizations

Taller structure

Display a Proactive Learning Orientation

Tariq has the chance to absorb some of his coworker's job duties while his coworker is on leave. Tariq is excited about the opportunity because it will give him a chance to learn a new role and expand his skill set.

internal focus and values flexibility. ~ A clan culture has an internal focus and values flexibility rather than stability and control.

Tech company ITOpportunity has a clan culture; employees have generous perks and are empowered to participate in a way in the company that is fun. The end results are profitability and an enviably low 2 percent turnover rate. A clan culture has a(n)

observable artifacts

The celebration of key accomplishments by chest bumps and the push-up contests reflected what level of organizational culture at Uber during former CEO Kalanick's tenure?

Organizational Structure

The company's compliance division is making suggestions for delayering and reconfiguring that will help employees know where to go when they have questions and concerns.

Customer Division

V.P., Commercial Accounts: Ms. Nguyen is the head of commercial accounts.

Walk the walk and talk the talk. ~ Espoused values are the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers.

Which of the following is an example of an espoused value?

Churnout's espoused and enacted values match

Which of the following was Mandy most focused on in the video?

Organic Organizations

Wider span of control

Observable artifacts of organizational culture ~ At the most visible level, organizational culture is expressed in observable artifacts, which are physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees.

_______ are the rituals and ceremonies of a company, as well as the manner of dress, awards, myths and stories told about a company.

The arrangement of having discrete parts of a task done by different people ~ Division of labor, also known as work specialization, is the arrangement of having discrete parts of a task done by different people.

________ in an organization is the division of labor. For example, in a publishing company, there are people who acquire manuscripts (sponsoring editors), people who edit manuscripts (developmental editors), and people who turn manuscripts into printed books (production editors).

Presidents; first-line supervisors ~ A narrow span of control means a manager has a limited number of people reporting —three vice presidents reporting to a president, for example, instead of nine vice presidents. A wide span of control means a manager has several people reporting—a first-line supervisor may have 40 or more subordinates, if little hands-on supervision is required, as is the case in some assembly-line workplaces.

_____tend to have a narrow span of control, whereas _____ have a wide span of control.

In a matrix structure, an organization

combines functional and divisional chains of command in a grid so that there are two command structures—vertical and horizontal. Here, branch managers report to both a functional (operations) and divisional (retail banking) manager.

Espoused values are the

explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers. Here, a formal statement by Julia would be an explicitly stated value and would be considered an espoused value.

In an organic organization, authority is decentralized, there are

fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. At Freshii, employees are empowered and have authority based on a flat organization structure, are encouraged t

The board of directors weakening Kalanick's ability to

have formal authority over the organization will possibly allow Khosrowshahi's cultural changes to take place without obstruction. This is an example of organizational structure providing formal support to its culture.

A clan culture has an

internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. A market culture has a strong external focus and values stability and control. Because market cultures are focused on the external environment and driven by competition and a strong desire to deliver results, customers, productivity, and profits take precedence over employee development and satisfaction. Here, Julia believes in the need for more collaboration, while Ben is more focused on gaining market share and making money.

In an organic organization, authority

is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. Here, First American was most likely operating as an organic organization and is not used to centralized authority with many rules and procedures.

Role modeling, training, and coaching includes

mentoring activities at an organization that assists in the introduction and/or reinforcement of organizational values.

The span of control, or span of management, refers to the

number of people reporting directly to a given manager. In a wide span of control, a manager has a greater number of people reporting to him or her. An organization such as Freshii is said to be flat when there are only a few levels with wide spans of control.

At the most visible level, organizational culture is expressed in

observable artifacts—physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees. Here, the chest bumps and push-up contests would be visible behavior exhibited by employees.

Observable artifacts include

physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, and decorations, as well as visible behavior exhibited by managers and employees. Here, the layout of the office at W.L. Gore would be an observable artifact.

Many companies provide structured training to

provide an in-depth introduction to their organizational values. Here, Ben tells Julia, "That means modeling better behavior and acting in the company's best interests ..."

In a horizontal design, also called a

team-based design, teams or workgroups—either temporary or permanent—are used to improve collaboration and work on shared tasks by breaking down internal boundaries. Freshii's flat organizational structure removes excess layers of management and most closely resembles a horizontal design.

Market and Adhocracy

Jayden is very comfortable taking initiative and doesn't require a lot of direction on work projects. She is also goal-oriented and enjoys competition.

Physical Design

The walls at Elision were once covered with news stories, photos, and awards representing conquests and profits. The company is slowly removing these items, replacing them with reminders of the company's social impacts, as well as those of other organizations that have exemplified social responsibility.

Encounter Phase

This happens once an employee is hired and begins working, figures out what the organization is actually like, and adjusts his/her expectations accordingly.

Change and Acquisition Phase

This occurs once an employee has been with the organization for a while and has a good understanding of his/her work role. Focus shifts to mastery of skills and adjusting to work group's values and norms.

Expand Your Perspective by Asking Different Questions

Thomas just found out he was passed over for a promotion yet again. This is his third time going up for the job. He's now asking himself, "What did I say wrong in my interview?"

Geographic Division

V.P., European Market: Ms. Orlov is in charge of the company's European markets.

Functional Structure

V.P., Human Resources: Mr. Allen is the top human resources executive.

Product Division

V.P., Television Division: Mr. Hernandez oversees the television division.

Adhocracy

Wallace works for an advertising agency whose corporate culture encourages employees to take risks and experiment with new ways of getting things done.

Develop First National Bank into an integrated organization

What can Francisco do to possibly solve the issue at hand?

Differentiation is more likely to occur.

Which of the following is a danger to having a competitive culture where employees "own" their specific piece of the business?

the weakening of Kalanick's authority by the board of directors

Which of the following is an example of Uber's organizational structure possibly supporting its culture?

Clan and Hierarchy

You work best when your tasks are highly structured. You also enjoy learning and want to continue to develop as a professional.

In an organic organization, authority is decentralized, there are

fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks. In mechanistic organizations, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. Centralized, market, and vertical are not types of organizational design.

One way to embed preferred culture is through the use of

formal statements of organizational philosophy, mission, vision, and values, as well as materials used for recruiting, selecting, and socializing employees. Here, Patrick tells Julia, "If you are planning to change the culture, then we need to do it systematically. Release a formal statement. Be clear that the way things were going were not acceptable."

With centralized authority, important decisions are made by

higher-level managers. In decentralized organizations important decisions are made by middle-level and supervisory-level managers. Here, Dean comes from National Bank and is not used to decentralized authority, flatter structures and informal communication. Charlotte, on the other hand, comes from First American Bank and is not used to centralized authority, many rules and procedures, and formalized communication.

Differentiation is the

tendency of the parts of an organization to disperse and fragment. This impulse toward dispersal arises because of technical specialization and division of labor. As a result, specialists behave in specific, delimited ways, without coordinating with other parts of the organization. At Freshii, allowing employees to "own" their specific piece of the business and projects is a positive strategy, but must be balanced with a formal chain of command, standardization of rules and procedures, and the use of cross-functional teams so there is frequent communication and coordination of the different parts of the company.

Espoused values are

the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers. Although managers may hope that the values they espouse will directly influence employee behavior, employees don't always "walk the talk," frequently being more influenced by enacted values, which represent the values and norms actually exhibited in the organization. Here, Mandy specifically says, "Whatever we decide, we need to make sure management walks the walk and talks the talk this time around. We're in the middle of a PR crisis—'good optics' aren't enough."

The culture of Uber is strongly influenced by

the values and beliefs of its senior leadership, who tend to hire people who fit this perspective. Here, Uber's CEO is Dara Khosrowshahi.

Hierarchy

Aaron works for a computer company whose corporate culture is characterized by a formalized, structured work environment aimed at achieving effectiveness.

authority ~ refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

Bekah, the manager of Fit and Trim Nutrition Services, was telling her new nutritionist that "I have many decisions to make in a day, and as the manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the clinic's resources, which I oversee." Bekah's _______ gives her the right to make decisions, give orders, and utilize resources.

Organic Organizations

Informal communication

Organic Organizations

Many teams or task forces

Integration is the

tendency of the parts of an organization to draw together to achieve a common purpose. In a highly integrated organization, the specialists work together to achieve a common goal. The means for achieving this are a formal chain of command, standardization of rules and procedures, and use of cross-functional teams and computer networks so that there is frequent communication and coordination of the parts. Here, if Dean and Charlotte's teams are more integrated, they can work on streamlining transactions while safeguarding the bank's assets.

A wide (or flat) span of control means

that a manager has several people reporting to him or her. Here, Dudovskiy believes that "Khosrowshahi will attempt to fix [Uber's] organizational culture as part of his grand plans to turnaround the business . . . specifically, de-layering of organizational structure may be introduced, removing certain levels of management in order to make the business more flexible to respond to the changes in external marketplace."

In a horizontal design, teams or workgroups—either temporary or permanent—are

used to improve collaboration and work on shared tasks by breaking down internal boundaries. At W.L. Gore, there are no traditional organizational charts, no chains of command, nor predetermined channels of communication. Employees are accountable to the member of their multidisciplined teams. Teams form in an adhoc fashion around perceived "opportunities," and leaders emerge.

Organic

Charlotte complains that a lot of turnover is coming from branches that used to be First American before the merger. She claims that the employees there were not used to so much oversight. Based on this information, First American was most likely a(n) ________ organization.

Clan

Joseph works for a telecommunications company whose culture devotes considerable resources to hiring and developing employees.

Organizational Systems and Procedures

Elision is adopting new software that will allow its compliance division to better track employee transactions.

Without the right to direct the work of others, there is no coordination of effort

Hierarchy of authority

Anticipatory Phase

Learning about an organization that takes place before an employee joins the organization. Information can come from web searches, current employee contacts, advisors, etc.

Hierarchy

Leslie works for a pharmaceutical company with a corporate culture that institutes a variety of control mechanisms to measure efficiency, timeliness, and reliability in the creation and delivery of products.

Change and Acquisition Phase

Luc was recently honored at his company's annual awards ceremony with a "one year" plaque to symbolize his completion of his first year working for the company.

Rites and Rituals

Managers are encouraged to email one subordinate each week who they've noticed is doing the right thing, even when it's difficult, and congratulate them. Managers copy Khurana on the email so that she is aware of the employees' choices and is able to congratulate them herself.

Adhocracy

Miranda works for a new entrepreneurial company that is characterized as being creative, making innovative products, and being adaptable in the marketplace.

Focus on Being Optimistic

Morgan is frustrated by his company's new performance incentive program because he doesn't think it accurately captures his high level of performance. He wants to go back to the old system and has been expressing his displeasure to his coworkers several times a week for the past two months.

Leader Reactions to Crises

Ms. Khurana has made public apologies on behalf of the company, instituted thorough internal investigations, and spends a few days each month meeting with small groups of Elision employees at multiple locations to explain how she's working to resolve ethical problems.

Mechanistic Organizations

Narrow span of control

decentralized authority ~ An advantage in having decentralized authority is that managers are encouraged to solve their own problems rather than buck the decision to a higher level. In addition, decisions are made more quickly, which increases the organization's flexibility and efficiency.

Niall, the president of Tutors For Hire, told one of his new hires that "Managers at this company are encouraged to solve their own problems rather than buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." The key benefits of _______ are the advantages that Niall related to his new hires.

organizational culture ~ Organizational culture, or corporate culture, is 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. Corporate culture is the "social glue" that binds members of the organization together. Just as a human being has a personality—such as fun-loving, warm, uptight, or competitive—so an organization has a "personality." And that is culture.

Will, the owner of Will's Landscaping, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Will was referring to his company's

decentralized authority ~ important decisions are made by middle-level and supervisory-level managers.

With ______, important decisions are made by middle-level and supervisory-level managers.

role modeling, training, and coaching

At W.L. Gore, associates have sponsors whose goal is to help them succeed. Moreover, sponsors help associates chart a course in the organization that will offer personal fulfillment while maximizing their contribution to the enterprise. Which of the 12 ways to embed organizational culture does this most closely align with?

Slogans and Sayings

At the end of all meetings at Elision, attendees have started saying "We Stand UP" in unison. This reminds employees that the company wants to be upstanding in its endeavors as they go forth to tackle their jobs.

This has to do with having the rights associated with managerial tasks

Authority, responsibility, and delegation

espoused values

If Julia releases a formal statement, which level of organizational culture is she affecting?

wide

In the case, John Dudovskiy of Research Methodology recommends that Uber exhibit what type of span of control?

Take Ownership and Accept Responsibility

Kaitlyn received some constructive criticism from her boss during her annual performance review. She didn't hear anything else her boss told her during the review because she was busy explaining the reasons that her coworkers had prevented her from doing a better job.

horizontal

Based on the case, W.L. Gore has which type of organizational structure?

clan; market

Julia and Ben have different views of company culture. Julia believes in more of a ________ culture, while Ben is a supporter of ________ culture.

clan-based

Based upon the competing values framework, W.L. Gore has which type of culture?

nonprofit organization ~ is formed to offer services to some clients, as the Humane Society does, not to make a profit.

Dr. Potter is retiring as a veterinarian in private practice. He wants to start a(n) __________, Vets on the Go, that will provide low-income individuals with pets in the United States with veterinary assistance at no cost.

Clan and Adhocracy

Victoria likes to work with others and enjoys social interactions with people at and outside of work. She likes to keep up with the latest trends, and she finds networking especially helpful for staying on top of new developments in the marketplace.

organizational cultures ~ According to the competing values framework, organizational cultures can be classified into four types: (1) clan, (2) adhocracy, (3) market, and (4) hierarchy (see Figure 8.2).

According to the competing values framework, the four types of ______ are clan, adhocracy, market, and hierarchy.

Adhocracy and Hierarchy

Aniyah has an entrepreneurial spirit and enjoys taking risks. She also believes in delivering work in an efficient and timely manner.

A market culture

has a strong external focus and values stability and control. Employees are expected to work hard, react fast, and deliver quality work on time; those who deliver results are rewarded. During Kalanick's time as Uber's CEO, meritocracy was central to the company's culture, and people who delivered the best performance were rewarded. Moreover, workers were sometimes pitted against each other, and the infractions of top performers were often ignored. A clan culture has an internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. Under Khosrowshahi, Uber solicits input from its employees, encourages different approaches, and takes a bottom-up approach.

With decentralized authority, important decisions are made by

middle-level and supervisory-level managers. Here, obviously, power has been delegated throughout the organization. For Freshii, since they are a flat organization, there aren't many middle-level managers, which means supervisory-level managers are most likely involved in a lot of decision making.

Organizational Goals and Performance Criteria

Elision has built thorough and validated integrity testing into its selection system for new employees.

CEO Khosrowshahi

Based on the case, which of the following is a driver of Uber's organizational culture?

Encounter Phase

Alani accepted a job offer from Twitter and is currently taking part in their "Yes to Desk" onboarding program, which aims to get new employees ready to hit the ground running in their jobs.

Simple Structure

Assistant to the President: Ms. Fineberg has low work specialization and few rules in her position.

Expand Your Perspective by Asking Different Questions

Madison and her colleague can't seem to agree on anything for their current work project and their disputes are holding up team decisions. Madison asks herself, "What am I forgetting to consider about my coworker's ideas that may help me to see their perspective and understand why they feel so strongly about it?"

organizational socialization ~ Organizational socialization is the process by which employees learn the values, norms, and required behaviors that permit them to participate as members of an organization. Converting from outsider into organizational insider may take weeks or even years.

Ty has been working for Lyft for three months. He expected that his job would be to respond to requests on the app for a ride, pick up fares, and drop them off at their desired locations, but in his first few days on the job he realized that the job entails much more. He must keep his car clean and neat, and some days he will be assigned solely to go to people's houses to pick them up and bring them to the local airport, then wait at the airport to pick up arrivals and take them home, reducing their wait time. Within a few months, he has learned that Lyft drivers often express frustration with the people they call "civilians"—that is, non-Lyft drivers, whose driving skills they complain about incessantly. In his first few months on the job, ________ describes what Ty is undergoing.

Display a Proactive Learning Orientation

Wren's company has instituted a new once-per-month continuing education requirement for all employees. Wren is a high performer and doesn't want to waste her time at training. She's confident she already knows everything she needs to know to do her job well.

Be More Resourceful

Avery's work team just found out they've gone way over budget while working on a new initiative. Upon this realization, Avery asked the group to conduct a brainstorming session around the causes of exceeding the budget. The group then brainstormed solutions to the top three causes.

market; clan

Based on the competing values framework, it would seem that Uber had a ________ culture under Kalanick, but now has more of a ________ culture with Khosrowshahi at the helm.

Freshii is an organic organization.

Based on what you've learned about Freshii, which of the following would most likely be true?

Stories, Legends, and Myths

Word about Khurana is spreading among employees after many have found news articles outlining her reputation for integrity, personal philanthropy, and willingness to turn down profitable opportunities when an ethical problem exists.

Role Modeling, Training, and Coaching

Elision employees now spend 4 hours of paid time each month engaging in continuing education that teaches them about ethics and social responsibility.

A clan-based culture has

an internal focus and values flexibility rather than stability and control. At W.L. Gore, associates are "responsible for managing their own workload" and for independently making commitments that support team goals. Goals are not dictated from the top down. Rather, associates establish their own commitments, and these percolate upward to form corporate forecasts.

Rewards, Titles, Promotions, and Bonuses

Elision is working to reduce its ecological footprint. The company has instituted a program where employees can receive bonuses based on their ridesharing, recycling, and waste reduction efforts.

Formal Statements

Elision's values statement now begins with "Committed To Making Things Right" to signify that Elision wants to correct its past mistakes, and also operate in the "right" way in all its future endeavors.

clan culture ~ has an internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners.

Employees and customers are treated like a family at State Street Coffee House. Jason and Jill, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their coffee house, Jason and Jill have built a(n)

A company's organizational structure and culture need to be

aligned with its vision and strategy. Strategies are conveyed to managers so they can be prioritized, but there also needs to be a structural and cultural support system to assist managers in successfully executing the strategy. Though some of the other answer choices are important management principles, they are not as closely related to Dean's beliefs.

Be More Resourceful

Isla's virtual team is researching new software programs that they hope will allow them to work simultaneously on projects. After spending a few days trying one they hoped would work, they've realized it's not the right fit for their needs and they've wasted days on it. They spend the rest of the week venting over email about their frustrations.

Ask yourself, why did I take this job and what are my career expectations? ~ Focus on understanding the business and your level of fit after being hired. There are two steps recommended for determining where you fit in a specific context and how you can adapt. Step 1: Assess Where and How You Fit in the Context. Use a current or past job to answer the following questions: What is the mission or purpose of my work unit? How does this work unit support corporate strategy, and what is at stake if we fail to achieve our goals? How long have my colleagues worked here and what is their background? What are the norms or expected ways of getting things done around here? What happens when someone violates one of these norms? Why did I take this job and what are my career expectations? What is my role in relationship to other roles in my work unit? How do I contribute to achievement of corporate strategies? Next, brainstorm answers to the following questions. If you don't know the answers, seek input from colleagues or your boss. Where do I fit within the organization's structure? (It's important to understand reporting relationships across management levels.) What are the rules governing what we do and how we do it in this work unit? What is my view of these rules? What values define the culture? Are my values consistent with the organization's values? What are the characteristics of people in leadership roles? Do I like and admire these characteristics? Step 2: How Can You Effectively Adapt?

After you start a new job, how can you assess whether you are a fit?

Encounter Phase

Tomas just started working for Facebook. He's currently taking part in their six-week boot camp to help new employees learn about their roles and the company's culture simultaneously.