Man 3025 Chapter 8
Adhocracy Culture
-has an external focus and values flexibility -Attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace
4 types of organizational culture
1. clan 2. adhocracy 3. market 4. hierarchy
Major Features of Organization s
1. common purpose 2. coordinated effort 3. division of labor 4. hierarchy of labor
3 levels of organizational culture
1. observable artifacts 2. espoused values 3. basic assumptions
3 more features or organizations
5. span of control 6. authority, responsibility, and delegation 7. centralization vs. decentralization of authority
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
Decentralized Authority
An organization structure in which decision-making authority is delegated to lower-level managers more familiar with local conditions than headquarters management could be.
HR Practices
Consist of all of the activities an organization uses to manage its human capital, including staffing, appraising, training and development, and compensation
Accountability
Describes expectation that managers must report and justify work results to the managers above them
Encounter Phase
Employees learn what the organization is really like and reconcile unmet expectations
Person-organization (P-O) fit
The extent to which your personality and values match the climate and culture of an organization
Span of control
The number of subordinates who report directly to an executive or supervisor 2 kinds: narrow (or tall) and wide (or flat) aka span of management
Organizational Socialization
The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization
Basic Assumptions
The unobservable yet core values of an organization's culture that are often taken for granted.
The horizontal dimension - inward or outward focus
This dimension expresses the extent to which an organization focuses its attention and efforts inward on internal dynamics and employees ("internal focus and integration") versus outward toward its external environment and its customers and shareholders ("external focus and differentiation").
The vertical dimension - flexibility or stability
This dimension expresses the extent to which an organization prefers flexibility and discretion versus stability and control.
Hierarchy Culture
Type of organizational culture that has an internal focus and values stability and control over flexibility
Hierarchy of authority
a control mechanism for making sure the right people do the right things at the right time aka chain of command
Modular Structure
a firm assembles product chunks, or modules, provided by outside contractors
Organizational Structure
a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals
Hero
a person whose accomplishments embody the values of the organization
Organization
a system of consciously coordinated activities or forces of two or more people
Rites and Rituals
activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life
Strategic Implementation
all about executing strategy
Horizontal Structure
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
Unity of command
an employee should report to no more than one manager in order to avoid conflicting priorities and demands
Symbol
an object or action that represents an idea or quality
Matrix Structure
an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal
Centralized Authority
an organization structure in which decision-making authority is maintained at the top level of management
Virtual Structure
an organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections
Organization Chart
box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations
Vertical Hierarchy
chain of command, who reports to whom
Strategy
consists of the large scale action plans that reflect the organization's vision and are used to set the direction for the organization
Organizational Design
designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies categories: traditional (simple, functional,divisional, and matrix structures), horizontal (horizontal structure), and designs that open boundaries between organizations (hollow, modular, and virtual structures)
Espoused Values
explicitly stated values and norms that are preferred by an organization
Market Culture
focused on the external environment, driven by competition and a strong desire to deliver results values stability and control
Geographic Divisions
group activities around defined regional locations
Product Divisions
group activities around similar products or services
Simple Structure
has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization
Clan Culture
internal focus and values flexibility rather than stability and control
Story
narrative based on true events, which is repeated - and sometimes embellished upon - to emphasize a particular value
Anticipatory Socialization phase
occurs before an individual joins an organization, and involves the information people learn about different careers, occupations, professions, and organizations
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
Flat organization
organizational structure with few or no levels of middle management between top managers and those reporting to them
Divisional Structure
people with diverse occupational specialties are put together in formal groups by similar products or services, customers or clients, or geographic regions
Functional Structure
people with similar occupational specialties are put together in formal groups
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
Competing Values Framework (CVF)
provides a practical way for managers to understand, measure, and change organizational culture
Authority
refers to the rights inherent in a managerial position to make decisions, give orders, and utilize resources
Change and Aquisition phase
requires employees to master important tasks and roles and to adjust to their work group's values and norms
How employees learn culture
symbols, stories, heroes, rites and rituals, and organizational socialization
Customer Divisions
tend to group activities around common customers or clients
Division of labor
the arrangement of having discrete parts of a task done by different people aka work specilaization
Coordinate Effort
the coordination of individual efforts into a group or organization wide effort
Responsibility
the obligation you have to perform the tasks assigned to you
Delegation
the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy
Organizational Culture
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 aka corporate culture
Common Purpose
unifies employees or members and gives everyone an understanding of the organization's reason for being
Enacted Values
values and norms actually exhibited in the organization
Horizontal Hierarchy
who specializes in what work
