Chapter 11- Organizational Structure

Mer av detta

Harley Davidson

av Matt Hardy

Network Security

av Clint Groves

Twelfth Night

av Brian Wong

suspension

av Patricia Nicolas

Chapter 11- Organizational Structure

ideals, expected conduct, and societal circumstances

The way through which persons gain knowledge of

within the institution.

knowledge necessary for their duties

Organizational Socialization

Stages socialization

Elements of Organizational culture

Organizational culture

-Implicit mental models,idea protoypes of behaviour

-Unconscious,taken for granted beliefs

Shared assumptions

-Evaluate what is good or bad, right or wrong

-Conscious beliefs

Shared values

Artifacts of organizational culture

Stories and legends

Rituals and ceremonies

Language

Physical structure

Organizational function

Organizational identity - Give members an organizational identity

Social system stability - Promote social system stability

Sense-making device -Shape behavior by helping members make sense of their surroundings

Collective commitment -Facilitate collective commitment

Organizational culture profile

Organizational Culture Dimensions

Aggressiveness

Outcome orientation

Respect for people

Stability

Innovation

Attention to detail

Team orientation

Dimensions characteristics

Competitive, low emphasis on social responsibility

Collaboration, people-oriented

Precise, analytic

Action oriented, high expectations, results oriented

Fairness, tolerance

Predictability, security, rule-oriented

Experimenting, opportunity seeking, risk taking, few rules, low cautiousness

The Importance of Organizational Culture

Contigencies of Organizational Culture & Effectiveness

Create an adaptive culture External focus, process focus, ownership, proactive

Avoid strength to level of corporate cult Cults restrict mental models, suppress subcultures

Ensure culture-environment fit

Strengthening Organizational Culture

External contraction is selling off elements of the firm

Attracting, selecting and socializing employees

Actions of founders and leaders

Aligning Artifacts

Introducing culturally consistent rewards