I Organizational culture structure and design a Organizational culture The way we do things around here Important for employee morale happiness retention and productivity It is an invisible force that leads one into compliance with the organizational culture November 1 2012 a System of shared beliefs and values that develops within an organization and guides the 1 2 3 Email culture or face to face 4 Fast pace or relaxed 5 Company s DNA a Policies b Rumors c Stories d Traditions e Rituals 6 What is an organizational culture behavior of its members b Also called corporate culture 7 Culture plus structure a Vision b Strategy c Culture d Structure and internal practices e Collective attitudes and behaviors f Achievement of goals 8 Competing values framework 9 Types of organizational culture a Clan culture 1 Employee focused 2 Values flexibility rather than stability 3 Encourages collaboration among employees b Adhocracy culture respond to changes in the marketplace c Market culture 1 Focused on the external environment 1 Attempts to create innovative products by being adaptable creative and quick to 2 Driven by competition and a strong desire to deliver results d Hierarchy culture 1 Apt to have a formalized structured work environment aimed at achieving effectiveness through a variety of control mechanisms 10 Levels of organizational culture a Level 1 1 Observable artifacts b Level 2 1 Espoused values a Espoused values organization b Enacted values organization c Level 3 1 Basic assumptions a Physical manifestations such as manner of dress awards myths and stories about the company b Visible behavior exhibited by managers and employees Explicitly stated values and norms preferred by an Represent the values and norms actually exhibited in the a Represent the core values of the organization s culture b Those taken for granted and highly resistant to change 11 How employees learn culture 1 An object act quality or event that conveys meaning to others a Symbol b Story c Hero 1 Narrative based on true events which is repeated and sometimes embellished upon to emphasize a particular value 1 Person whose accomplishments embody the values of the organization d Rites and rituals 1 Activities and ceremonies planned an unplanned that celebrate important occasions and accomplishments in the organization s life 12 Functions of organizational culture a Organizational identity b Sense making device c Collective commitment d Social system stability 13 Ways cultures become embedded in organizations a Formal statements b Slogans and sayings c Stories legends and myths d Leader reaction to crises e Role modeling training and coaching f Physical design g Rewards titles promotions and bonuses h Organizational goals and performance criteria i Measurable and controllable activities j Organizational structure k Organizational systems and procedures 14 Organizational structure A system of consciously coordinated activities or forces of two or more a Organization people 1 For profit nonprofit or mutual benefit lines of authority and the organization s official positions or work specializations b Organization organizational chart A box and lines illustration showing the formal 15 Organization chart a Refers to the number of people reporting directly to a given manager a Common elements of organizations 1 Span of control 1 Narrow 2 Wide 2 Common purpose a Unifies employees or members and gives everyone an understanding of the organization s reason for being 3 Coordinated effort a The coordination of individual effort into group wide effort a Arrangement of having discrete parts of a task done by different people a Control mechanism for making sure the right people do the right things at the 4 Division of labor 5 Hierarchy of authority right time b Unity of command a Authority resources b Accountability c Responsibility d Delegation 6 Authority responsibility and delegation 1 Rights inherent in a managerial position to make decisions and utilize 1 Managers must report and justify work results to the managers above them 1 Obligation one has to perform the tasks assigned to one 1 Process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy 7 Centralization vs decentralization of authority a Centralized authority b Decentralized authority 1 Important decisions are made by higher level managers 1 Important decisions are made by middle level and supervisory level managers 16 Line and staff 17 Basic types of organizational structures a Functional structure 1 People with similar occupational specialties are put together in formal groups b Divisional structure 1 People with diverse occupational specialties are put together in formal groups by similar products customers or geographic regions c Matrix structure 1 An organization combines functional and divisional chains of command in a grid so that there are two command structures vertical and horizontal d Team based structure 1 Workgroups are used to improve horizontal relations and solve problems throughout the organization e Network structure 1 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 18 Differentiation vs integration a Differentiation b 1 Tendency of the parts of an organization to disperse and fragment Integration 1 Tendency of the parts of an organization to draw together to achieve a common 19 Stages in the life of an organization purpose a Stage 1 1 Birth stage a The organization is created a Growth and expansion a Period of growth evolving into stability b Stage 2 1 Youth stage c Stage 3 1 Midlife stage d Stage 4 1 Maturity stage 20 What is the right fit structure a Organization becomes very bureaucratic large and mechanistic a Each structure is best suited for certain companies products or environment b A nuclear plant might be best suited for mechanistic clear roles and strict hierarchy and c A modular startup drawing from expertise around the world where creativity is important would benefit from an organic structure of lower boundaries between functions and organizations II Human resource management Getting the right people for managerial success a Strategic human resource management 1 Human resource management consists of the activities managers perform to plan for attract develop and retain an effective workforce b Understanding current employee needs 1 2 3 Job analysis a Determining the