MGMT Ch. 8

Describe the four types of traditional organizational designs.

(1) In a simple structure, authority is centralized in a single person; this structure has a flat hierarchy, few rules, and low work specialization. (2) In a functional structure, people with similar occupational specialties are put together in formal groups. (3) In a divisional structure, people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions. (4) In a matrix structure, an organization combines functional and divisional chains of command in grids so that there are two command structures—vertical and horizontal.

What are four ways in which culture is transmitted to employees?

(1) A symbol is an object, act, quality, or event that conveys meaning to others. (2) A story is a narrative based on true events, which is repeated—and sometimes embellished on—to emphasize a particular value. (3) A hero is a person whose accomplishments embody the values of the organization. (4) Rites and rituals are the activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life.

What are three designs that open boundaries between organizations?

(1) In a horizontal design or team-based design, teams or workgroups are used to improve horizontal relations and solve problems throughout the organization. (2) In a network structure, the organization has a central core that is linked to outside independent firms by computer connections, which are used to operate as if all were a single organization. (3) In a modular structure, a firm assembles product chunks, or modules, provided by outside contractors.

What are seven common elements of organizations?

(1) common purpose, which unifies employees or members and gives everyone an understanding of the organization's reason for being; (2) coordinated effort, the coordination of individual efforts into a group or organization-wide effort; (3) division of labor, having discrete parts of a task done by different people; (4) hierarchy of authority, a control mechanism for making sure the right people do the right things at the right time. (5) span of control, which refers to the number of people reporting directly to a given manager; (6) authority and accountability, responsibility, and delegation. (7) centralization versus decentralization of authority. With centralized authority, important decisions are made by higher-level managers. With decentralized authority, important decisions are made by middle-level and supervisory-level managers.

Name 12 mechanisms by which an organization's members teach each other preferred values, beliefs, expectations, and behaviors.

(1) formal statements; (2) slogans and sayings; (3) rites and rituals; (4) stories, legends, and myths; (5) leader reactions to crises; (6) role modeling, training, and coaching; (7) physical design; (8) rewards, titles, promotions, and bonuses; (9) organizational goals and performance criteria; (10) measurable and controllable activities; (11) organizational structure (12) organizational systems and procedures.

How would you describe the four kinds of organizational cultures, according to the competing values framework?

(1)clan, which has an internal focus and values flexibility; (2) adhocracy, which has an external focus and values flexibility; (3) market, which has a strong external focus and values stability and control; (4) hierarchy, which has an internal focus and values stability and control.

Explain what is meant by horizontal organizational designs.

In a horizontal design or team-based design, teams or workgroups are used to improve horizontal relations and solve problems throughout the organization.

Describe and explain the three levels of organizational culture.

Level 1 is observable artifacts, the physical manifestations of culture. Level 2 is espoused values, explicitly stated values and norms preferred by an organization, although employees are frequently influenced by enacted values, which represent the values and norms actually exhibited in the organization. Level 3 consists of basic assumptions, the core values of the organization. Culture is transmitted to employees in symbols, stories, heroes, and rites and rituals.

To implement an organization's strategy, what are the two kinds of important areas that managers must determine?

The challenge for top managers is to align the organization's vision and strategies with its organizational culture and organizational structure.

What are three factors to consider in designing an organization's structure?

(1) The first is that an organization may be either mechanistic or organic. In a mechanistic organization, authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. 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. (2) an organization may also be characterized by differentiation or integration. Differentiation is the tendency of the parts of an organization to disperse and fragment. Integration is the tendency of the parts of an organization to draw together to achieve a common purpose. (3) the link between strategy, culture, and structure. If the managers of an organization change its strategy, they need to change the organization's culture and structure to support that strategy.