Chapter 8 MGT

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 activites 11. organizational structure 12 organizational systems and procedures

describe the four types of traditional organizational designs

1. Simple structure has authority centralized in a single person, flat hierarchy few rules and low work specialization 2. functional structure- people with similaR occupational specialties are put together in formal groups 3. 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. matrix structure- an organization combines functional and divisional chains of command in a grid so that there are tow command structures, vertical and horizontal

Five ways in which culture is translated to employees

1. Symbols- artifacts used to convey an organizations most important values 2. Stories- narrative based on true events sometimes embellished to emphasize a particular valued 3. heroes-a person whose accomplishments embrace body 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 organizations life 5. organizational socialization is the process by which people learn values , norms and required behaviors that permit them to participate as members of the organization

what are the seven common elements of organizations?

1. common purpose: the means for unifying members 2. coordinated effort: working together for common purpose 3. division of labor: work specilazation for greater efficiency 4. hierarchy of authority: the chain of command 5. span of control: narrow (or tall) versus Wide(or flat) 6. Authority responsibility and delegation: line versus staff positions 7. centralization versus decentralization of authority

what are three factors to consider when designing an organizations structure

1. environment- mechanistic vs organic 2. environment- differentiation vs intergration 3. link between strategy, culture and structure

what are 3 designs that open boundaries between organizations

1. hollow structure - often called the network structure the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster 2, modular structure- a firm assembles product chunks or modules provided. by outside contractors 3virtual structure- an organization whose members are geographically apart usually working with email and the forms of info technology yet which generally appears to customers as a single unified organization. with a real physical location

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

Clan culture- has an internal focus and values flexibility rather than stability and control. Encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement. adhocracy culture- has an external focus and values flexibility. Creation of new products and services is the strategic thrust of this culture which attempts to create innovative products by being adaptable creative and quick to respond to changes in the marketplace. market culture-has strong external focus and values stability and control. productivity and profits take precedence over employee development and satisfaction hierarchy culture- has an internal focus and values stability and control over flexibility, companies have formalized structured environment.

describe and explain the 3 levels of organizational culture

Level 1 is observable artifacts-physical manifistations of culture. physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies and decorations as well as visible behavior exhibihted by managers and employees. level 2 espoused values-explicitly stated values and norms. level 3 basic assumptions- core values of the organization - basic assumptions which are not observable represent the core values of an organizations culture those that are taken for granted and are difficult to change

explain what is meant by horizontal design

also called them based design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries