K 9/1 ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURE: FORMALLY DICTATES HOW JOBS AND TASK ARE DIVIDED AND COORDINATED

BETWEEN INDIVIDUALS AND GROUPS WITHIN THE ORGANIZATION ORGANIZATIONAL STRUCTURES CAN BE RELATIVELY SIMPLE WHEN AN ORGANIZATION ONLY HAS 5- ! EMPLOYEES" BUT GROW INCREDIBLY COMPLE# WHEN BIGGER EMPLOYEES WHO PRODUCE DIFFERENT KINDS OF PRODUCTS$ WHY DO SOME ORGANIZATIONS HAVE DIFFERENT STRUCTURES THAN OTHERS? ONE WAY OF GETTING A FEEL FOR AN ORGANIZATION%S STRUCTURE IS BY LOOKING AT AN ORGANIZATION CHART : ORGANIZATIONAL CHART: IS A DRAWING THAT REPRESENTS EVERY JOB IN THE ORGANIZATION AND THE FORMAL REPORTING RELATIONSHIPS BETWEEN THOSE JOBS

K 9/ OC: HELPS ORGANIZATIONAL MEMBERS AND OUTSIDERS UNDERSTAND AND COMPREHEND HOW WORK IS STRUCTURED WITHIN THE ORGANIZATION TWO SAMPLE ORGANIZATION STRUCTURE I&

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' THE ABOVE CHART (RELATIVELY SIMPLES DESIGNED& ) CAN ILLUSTRATE FIVE KEY ELEMENTS OF ORGANIZATIONAL STRUCTURE$

K 9/* ELEMENTS OF ORGANIZATIONAL STRUCTURE I$ II$ III$ IV$ V$ WORK SPECIALIZATION : THE DEGREE TO WHICH TASK IN AN ORGANIZATION ARE DIVIDED INTO SEPARATE JOBS$ CHAIN OF COMMAND : ANSWER THE +UESTION OF ,WHO REPORTS TO WHOM- AND SIGNIFIES FORMAL AUTHORITORY RELATIONSHIP$ SPAN OF CONTROL : REPRESENTS HOW EMPLOYEES EACH MANAGER IN THE ORGANIZATIOAN HAS RESPONSIBILITY FOR CENTRALIZATION : REFERS TO WHERE DECISIONS ARE FORMALLY MADE IN ORGANIZATION FORMALIZATION : THE DEGREE TO WHICH RULES AND PROCEDURES ARE USED TO STANDARDIZE BEHAVIORS AND DECISIONS IN AN ORGANIZATION$

K9/. ELEMENTS IN COMBINATION SOME ELEMENTS OF AN OGRANIZATION%S STRUCTURE SEEM TO GO HAND ) IN ) HAND WITH OTHER ELEMENTS WIDE SPANS OF CONTROL TEND TO BE ASSOCIATED WITH DECENTRALIZATION IN DECISION MAKING A HIGH LEVEL OF WORK SPECIALIZATION TENDS TO BRING ABOUT A HIGH LEVEL OF FORMALIZATION$ AT A CLOSER LOOK" MANY OF THE ELEMENTS CAPTURE THE STRUGGLE BETWEEN EFFICIENCY AND FLE#IBILITY ' MECHANISTIC ORGANIZATIONS ARE EFFICIENT" RIGID" AND PREDICTABLE AND STANDARDIZED ORGANIZATIONS THAT THRIVE IN A STABLE ENVIRONMENTS$ MECHANISTIC OEGANIZATIONS ARE TYPICALLY STRUCTURED THAT RELIES ON HIGH LEVELS OF FORMALIZATION" A RIGID AND HIERARCHICAL CHAIN OF COMMOND" HIGH DEGREES OF WORK SPECIALIZATION" CENTRALIZATION OF DECISION MAKING AND NARROW SPANS OF CONTROL$

K9/5 ' ORGANIC ORGANIZATIONS - IN CONTRAST" ORGANIC ORGANIZATIONS" ARE FLE#IBLE" ADAPTIVE" OUTWARD FOCUSED ORGANIZATIONS THAT THRIVE IN DYNAMIC ORGANIZATIONS$ - ORGANIC ORGANIZATIONS ARE TYPIFIED BY A STRUCTURE THAT RELIES ON LOW LEVELS OF FORMATION" WEAK OR MULTIPLE CHAIN OF COMMOND" LOW LEVELS OF WORK SPECIALIZATION" AND WIDE SPANS OF CONTROL$ ' CHARACTERISTICS OF MECHANICTIC ORGANIZATION - HIGH DEGREE OF WORK SPECIALIZATION/ EMPLOYEES ARE GIVEN A VERY NARROW VIEW OF THE TASKS THEY ARE TO PERFORM$ - VERY CLEAR LINES OF AUTHORITY/ EMPLOYEES KNOW E#ACTLY WHOM THEY REPORT TO$ - HIGH LEVELS OF HIERCHICAL CONTROL/ EMPLOYEES ARE NOT ENCOURAGED TO MAKE DECISIONS WITHOUT THEIR MANAGERS CONSENT$ -INFORMATION IS PASSED THROUGH VERTICAL COMMUNICATION BETWEEN AN EMPLOYEE AND HIS/HER SUPERVISOR$ K9/0 - EMPLOYEES ARE ENCOURAGED TO DEVELOP FIRM ) SPECIFIC KNOWLEDGE AND E#PERTISE WITHIN THEIR AREA OF SPECIALIZATION$ ' CHARACTERISTIC OF ORGANIC STRUCTURES - LOW DEGREE OF WORK SPECIALIZATION/ EMPLOYEES ARE ENCOURAGED TO TAKE A BROAD VIEW OF THE TASKS THEY ARE TO PERFORM$ - ALTHOUGH THERE MIGHT BE A SPECIFIED CHAIN OF COMMAND" EMPLOYEES THINK MORE BROADLY IN TERMS OF WHERE THEIR RESPONSIBILITIES LIE$ - KNOWLEDGE AND E#PERTISE ARE DECENTRALIZED/ EMPLOYEES ARE ENCOURAGED TO MAKE THEIR OWN DECISIONS WHEN APPROPRIATE$ - LATERAL COMMUNICATION IS ENCOURAGED" FOCUSING ON INFORMATION AND ADVICE AS OFFERED TO ERDERS$ - EMPLOYEES ARE ENCOURAGED TO DEVELOPED ARE ENCOURAGED TO DEVELOPED KNOWLEDGE AND E#PERTISE OF THEIR SPECIALIZATION$

K9/1 NOTE : WE NEED TO E#PLORE WHY ORGANIZATIONS DEVELOY THE KINDS OF STRUCTURES THEY DO2 ORGANIZATIONAL DESIGN - IS THE PROCESS OF CREATING" SELECTING" OR CHANGING THE STRUCTURE OF AN ORGANIZATION$ - ORGANIZATION PROCTIVELY DESIGN IT TO MATCH IT SECIFIC CIRCUMSTANCES AND NEEDS$ - BUT SOME ORGANIZATIONS ARE NOT THAT PROACTIVE3 WITHOUT ANY CAREFUL PLANNING 3SOME MAY BE FORCE TO CHANGE THE STRUCTURE TO BE MORE EFFECTIVE$ THE FACTORS : INCLUDE THE BUSINESS ENVIRONMENT" ITS STRATEGY AND TECHOLOGY" AND THE SIZE OF THE ORGANIZATION / I& ORGANIZATION%S BUSINESS ENVIRONMENT CONSISTS OF ITS CUSTOMERS" COMPETITORS" SUPPLIERS" DISTRIBUTORS" AND OTHER E#TERNAL FACTORS THAT HAVE AN IMPACT ON ORGANIZATIONAL DESIGN$ - ONE BIFFEST FACTOR IS AN ENVIRONMENT%S EFFECT ON STRUCTURE IS WHETHER THE FACTOR IS STABLE OR DYNAMIC$ K9/4 II& STRATEGY ) - DESCRIBES AN ORGANIZATION%S OBJECTIVES AND GOALS" AND HOW IT TRIES TO CAPATALIZE ON ITS ASSETS TO MAKE PRODUCTS$ III& TECHNOLOGY ) - IS THE METHOD BY WHICH IT TRANSFORMS INPUTS INTO OUTPUTS3 - TECHNOLOGY IS THE MAJOR DETERMINANT OF AN ORGANIZATIONAL STRUCTURE$ IV& SIZE - THERE IS A SIGNIFICANT RELATIONSHIP BETWEEN SIZE OR TOTAL NUMBER OF EMPLOYEES" AND STRUCTURE$ - AS IT BECOMES LARGER" IT NEEDS TO RELY ON SOME COMBINATION OF SPECIALIZATION" FORMALIZATION" AND CENTRALIZATION TO CONTROL ACTIVITIES$

K9/9 ORGANIZATIONAL CULTURE ' CULTURE : DEFINES AS , THE WAY WE DO THINGS AROUND HERE' ORGANIZATIOANL CULTURE : AS THE SHARED SOCIAL KNOWLEDGE WITHIN AN ORGANIZATION REGARDING$ THE RULES" NORMS" AND VALUES THAT SHAPE THE ATTITUDE AND BEHAVIORS OF ITS EMPLOYEES THERE ARE A NUMBER OF FACTS OF ORGANIZATIONAL CULTURE I& CULTURE IS SOCIAL KNOWLEDGE AMONG MEMBERS OF THE ORGANIZATION ) EMPLOYEES LEARN ASPECTS OF CULTURE THROUGH OTHER MEMBERS$ IT IS A SHARED KNOWLEDGE" WHICH MEANS THAT MEMBERS OF THE ORGANIZATION UNDERSTAND AND HAVE A DEGREE OF CONSENSUS REGARDING WHAT THE CULTURE IS$ CULTURE TELLS EMPLOYEES WHAT THERULES" NORMS" VALUES ARE WITHIN THE ORGANIZATION$ : WHAT ARE THE MOST IMPORTANT WORK OUTCOMES TO FOCUS ON2 : WHAT BEHAVIOR ARE APPROPRIATE2 : HOW SHOULD A PERSON ACT/DRESS2 ORGANIZATIONAL CULTURE SHAPES AND REINFORCES CERTAIN EMPLOYEES ATTIRUDES AND BEHAVIORS BY CREATING A SYSTEM OF CONTROL OVER EMPLOYEES$

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CULTURE COMPONENT THERE ARE THREE MAJOR COMPONENTS TO ANY ORGANIZATION%S CULTURE : OBSERVABLE ARTIFACTS : ESPOUSED VALUES : BASIC UNDERLYING ASSUMPTIONS i) OBSERVABLE ARTIFACTS : ARE THE MANIFESTATIONS OF AN ORGANIZATION%S CULTURE THAT EMPLOYEES CAN EASILY SEE / UNDERSTAND$ : THE ARTIFACTS SUPPLY THE SIGNALS THAT EMPLOYEES INTERPRET TO GAUGE HOW THEY SHOULD ACT ) SUPPY THE PRIMARY MEANS OF TRANSMITTING AN ORGANIZATIONAL CULTURE TO WORKFORCE / MEMBERS$

' THERE ARE SIX TYPES OF ARTIFACTS : SYMBOLS : FROM ITS LOGO TO THE IMAGES OF ITS PLACES$

: PHYSICAL STRUCTURES : SAY A LOT ABOUT A CULTURE K9/11 : LANGUAGE : REFLECTS THE JARGOW" SLANG" AND SLOGANS USED WITHIN THE ORGANIZATION$ :STORIES : CONSISTS OF ANECDOTES" ACCOUNTS" LEGENDS" AND MYTHS THAT ARE PASSED FROM COHORT TO COHORT WITHIN THE ORGANIZATION$ : RITUALS : DAILY / WEEKLY PLANNED ROUTINES THAT OCCUR IN ORGANIZATION$ THE RITUAL SEND MESSAGE THAT RESPECT / REWARD / PUNISHMENT IS THE WORMS$

: CEREMONIES : FORMAL EVENTS3$REVOLVE AROUND CELEBRATIONS$ II& EXPOSED VALUES : ARE THE BELEIFS" PHILOSOPHIES" AND NORMS THAT AN ORGANIZATION EXPLICITY SATES3 FROM PUBLISH DOCUMENTS OF VISION AND MISSION AND GOALS" OR VERBAL STATEMENTS MADE TO EMPLOYEES BY MANAGEMENT$ IV) BASIC UNDERLYING ASSUMPTIONS : BELIEF AND PHILOSOPHIES THAT ARE INGRAINED IN THE ORGANIZATIONS3 THAT EMPLOYEES SIMPLY ACT ON THEM ) IT IS THE HIDDEN BELEIFS THAT DICTALE EMPLOYEES BEHAVIORS$

K9/1 GENERAL CULTURE TYPES - MANY TYPES OF ORGANIZATIONAL CULTURE - RESEARCHER HAVE SUGGESTED ONE POPULAR GENERAL TYPOLOGY DIVIDES ORGANIZATIONAL CULTURE ALONG TWO DIMENSIONS o SOLIDARITY o SOCIABILITY - SOLIDARITY : IS THE DEGREE TO WHICH GROUP MEMBERS THINK AND ACT ALIKE $ - SOCIABILITY : REPRESENTS HOW FRIENDLY EMPLOYEES ARE TO ONE ANOTHER MESUREMENT ON HIGH OR LOW ON THESE DIMENTIONS$ I& II& III& ORGANIZATIONS THAT ARE LOW ON BOTH DIMENTIONS HAVE A FRAGMENTED CULTURE" IN WHICH EMPLOYEES ARE DISTANT AND DISCONNECTED FROM ONE ANOTHER$ ORGANIZATIONS THAT HAVE CULTURE IN WHICH EMPLOYEES THINK ALIKE BUT ARE NOT FRIENDLY TO ONE ANOTHER COULD BE MERCENARY CULTURE CULTURES IN WHICH ALL EMPLOYEES ARE FRIENDLY TO ONE ANOTHER BUT EVERY ONE THINKS DIFFERENTLY AND DOES OWN THINGS" ARE COMMUNAL CULTURE$ ORGANIZATIONS WITH FRIENDLY EMPLOYEES WHO ALL THINK ALIKE ARE NETWORKED CULTURES$

K9/1* IV&

A TYPOLOGY OR ORGANIZATIONAL CULTURE

HIGH SOCIALBILITY COMMUNAL NETWORKED

FRAGMENTED

MERCENARY

LOW SOCIALBILITY LOW SOCIALBILITY HIGH SOCIALBILITY

SPECIFIC CULTURE TYPES THERE ARE OTHER WAYS TO CLASSIFY AN ORGANIZATION%S CULTURE3BECAUSE ORGANIZATIONS CREATE SPECIFIC CULTURES THAT HELP THEM ACHIEVE GOALS$

 FOUR E#AMPLES I& A CUSTOMER SERVICE CULTURE - FOCUSED ON SERVICE +UALITY$ - HAVE CHANGED EMPLOYEES ATTITUDES AND BEHAVIORS TOWARD CUSTOMERS$ K9/1. II& SAFETY CULTURE : - THE DEGREE TO WHICH SAFE BEHAVIORS AT WORK ARE VIEWED AS E#PECTED AND VALUED$ III& DIVERSITY CULTURE : - DIVERSITY AND SENSITIVITY OF ETHIC" CULTURE" GENDER" RELIGIONS$ - DIVERSITY INITIATIVES CREATIVITY CULTURE : - CREATIVITY CULTURES HAVE BEEN SHOWN TO AFFECT BOTH THE +UALITY AND +UANTITY OF CREATIVE IDEAS WITHIN AN ORGANIZATION$

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CULTURE STRENGTH ' NO ORGANIZATIONS HAVE A CULTURE THAT CREATE A SENSE OF DEFINITE NORMS AND APPROPRIATE BEHAVIORS FOR EMPLOYEES$ I& A HIGH LEVEL OF CULTURE STRENGTH E#ITS WHEN EMPLOYEES DEFINITIVELY AGREE ABOUT THE WAY THINGS ARE SUPPOSED TO HAPPEN WITHIN THE ORGANIZATION (HIGH CONSENSUS& AND WHEN THEIR BEHAVIORS ARE CONSISTENT WITH THE E#PECTATIONS (HIGH INTENSITY& K9/15 - WEAK CULTURES E#ITS WHEN EMPLOYEES DISAGREE ABOUT THE WAY THINGS ARE SUPPOSED TO BE OR WHAT IS E#PECTED OF THEM ) NOTHING TO UNITE OR DIRECT THEM OF THEIR ATTITUDES AND BEHAVIORS$ SUBCULTURE : IN CASES WHERE THE CULTURE OF AN ORGANIZATION IS NOT REALLY STRONG OR WEAK" THERE MIGHT BE SUBCULTURES THAT UNITE A SMALLER SUBSET OF THE EMPLOYEES$ SUBCULTURES E#IST WHEN THE OVERALL ORGANIZATIONAL CULTURE IS SUPPLEMENTED BY ANOTHER CULTURE GOVERNING A MORE SPECIFIC SET OF EMPLOYEES$

COUNTERCULTURES" WHEN SUB CULTURE OF THE ORGANIZATION HAVE VALUES THAT DO NOT MATCH THOSE OF THE LARGER ORGANIZATION IN E#TREME CASES" COUNTER ) CULTURES CAN SPLIT THE ORGANIZATIONS CULTURE RESULTING IN THE DIFFERENTIATED CULTURE

K9/10 MAINTAINING AN ORGANIZATIONAL CULTURE THE ORGANIZATIONAL CULTURE WILL BE PUT TO TEST WHEN IT BEGINS TO RECRUIT AND HIRE NEW MEMBERS$ TWO PROCESSES CAN CONSPIRE TO HELP KEEP CULTURES STRONG: I& ATTRACTION SELECTION ) ATTRITION II& SOCIALIZATION ATTRACTION ) SELECTION ) ATTRITION (ASA& FRAMEWORK HELPS THAT POTENTIAL EMPLOYEES WILL BE ATTRACTED TO ORGANIZATIONS WHOSE CULTURE MATCH THEIR OWN PERSONALITY$ ORGANIZATIONS WILL SELECT CANDIDATES BASED ON THEIR PERSONALITIES FIT WELL THE CULTURE" AND WEDDING OUT ,MISFIT-$ THOSE WHO FAIL TO FIT WILL EITHER BE UNHAPPY OR IN AFFECTIVE WHICH LEADS TO ATTRITION (VOLUNTARY OR INVOLUNTARY& II& SOCIALIZATION IS THE PROCESS BY SHICH EMPLOYEES LEARN THE SOCIAL KNOWLEDGE THAT ENABLES THE TO UNDERSTAND AND ADAPT TO THE ORGANIZATIONAL CULTURE$

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K9/11 CHANGING AN ORGANIZATIONAL CULTURE ,CULTURE IS POWERFUL ) IT DEVELOPS EVER TIME3$$DIFFICULT TO CHANGE' HOWEVER" IN PRACTICE" THERE ARE TWO PRIMARY WAYS TO CHANGE A CULTURE: - CHANGE IN LEADERSHIP - MERGERS OR AC+UISITION LEADERSHIP : - NORMALLY LEADERS ARE E#PECTED SIMPLY TO SUSTAIN THE CULTURE THAT HAS ALREADY BEEN CREATED$ AT OTHER TIMES" LEADERS HAVE TO BE THE DRIVING FORCE FOR CHANGE AS THE ENVIRONMENT AROUND THE ORGANIZATION SHIFTS$ MERGERS AND ACQUISITIONS MERGING TWO OR MORE ORGANIZATION / DISTINCT CULTURES IS SUREFIRE WAY TO CHANGE THE CULTURE IN AN ORGANIZATION$

K9/14 WHY DO SOME ORGANIZATIONS HAVE DIFFERENTS CULTURES THAN OTHERS CULTURE COMPONENTS ATTRACTION / SELECTION / ATTRITION E#POUSED VALUES BASIC UNDERLYING ASSUMPTIONS OBSERVABLE ARTIFACTS

SOCIALIZATION

CHANGES IN LEADERSHIP GENERAL CULTURE TYPES FRAGMENTED MERCENARY COMMUNAL NETWORKED SPECIFIC CULTURE TYPE CUSTOMER SERVICE SAFETY DIVERSITY CREATIVITY

MERGER AND AC+UISITION

CULTURAL STRENGTH WEAK STRONG