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Person-organization fit

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reflects the extent to which your personality and values match the climate and culture in an organization (vs. person- job fit- about jobs skills and hard skills)

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Organizational Culture

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corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members. "social glue"

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Organizational Structure

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is a formal system of task and reporting relationships that coordinates and motivates an organization;s members so that they can work together to achieve the organizations goal

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Clan

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internal focus and values flexibility rather than stability and control. Thrust: Collaborate

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Adhocracy

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has an external focus and values flexibility. Well suited for startup companies, those undergoing constant change etc Thrust: Create

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Hierarchy

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internal focus and values stability and control over flexibility. Formalized, structured work environment aimed at achieving effectiveness Thrust: Control

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Market

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strong external focus and values stability and control. Thrust: Compete

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Competing values Framework

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use all 4 types of organizational structure but one is dominant "strong comprehensive" profile is optimal

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Levels of organizational culture

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1. observable artifacts 2. espoused values 3. basic assumptions

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Espoused Values

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explicitly stated values and norms PREFERRED by an organization

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Enacted Values

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represent the values and norms ACTUALLY exhibited in the organization

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Symbol

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object, act, quality, or event that conveys meaning to others

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Story

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narrative based on true events, which is repeated and sometimes embellished upon--to emphasize a particular value

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Heroes

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person whose accomplishments embody the values of the organization

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Rites and Rituals

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activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization

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Importance of Culture

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1. gives members an organizational identity 2. facilitates collective commitment 3. promotes social-system stability 4. shapes behavior by helping employees make sense of their surroundings

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3 characteristics of culture

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1. learn- not instinctive 2. shared- not done alone 3. transmitted- through time and experience

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1. Strength Perspective: success results when a firm has a strong culture

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assumes that the strength of a corporate culture is related to a firm's long-term financial performance

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2. Fit perspective: success results when culture fits with the firm's business context

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assumes that an organization's culture must align, or fit with its business or strategic context

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The Adaptive perspective: success results when culture helps the firm adapt

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assumes that the most effective cultures help organizations anticipate and adapt to environmental changes

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Process of Culture Change

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1. Formal Statements 2. Slogans and Sayings 3. Stories, Legends, and Myths 4. Leader reactions to crises 5. Role modeling, training and coaching 6. Physical design 7. Rewards, titles, promotions and bounses 8. Organizational goals and performance criteria 9. Measureable and controllable activities 10. Organizational structure 11. Organizational systems and procedures

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Organization

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a system of consciously coordinated activities or forces of two or more people

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Organization Chart

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box-and-lines illustration showing the formal lines of authority and the organization's official positions or work specializations

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Vertical Hierarchy

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who reports to whom- supervisory relationships

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Horizontal specialization

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who does what- work specialization

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4 common elements- Edgar Schein

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1. common purpose 2. coordinated effort 3. division of labor 4. hierarchy of labor

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Common Purpose

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unifies employees or members and gives everyone an understanding of the organization's reason for being

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Coordinated Effort

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coordination of individual efforts into a group or organization wide effort

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Division of labor

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also known as work specialization, is the arrangement of having discrete parts of a task done by different people

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Hierarchy of Authority

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chain of command. Control mechanism for making sure the right people do the right things at the right time

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flat organization

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one with an organizational structure with few or no levels of middle management between top managers and those reporting to them

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Unity of command

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which an employee should report to no more than one manager in order to avoid conflicting priorities and demands

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Span of Control

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span of management, refers to the number of people reporting directly to a given manager

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Narrow Span of Control

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manager has limited number of people reporting

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Wide Span of Control

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manager has several people reporting-a first line supervisor may have 40 or more subordinates

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Authority

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refers to the rights inherent in a managerial position to make decisions, give orders and utilize resources

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Accountability

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managers must report and justify worker results to the managers above them

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Responsibility

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obligation you have to perform the tasks assigned to you

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Delegation

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the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy

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Line managers

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have authority to make decisions and usually have people reporting to them

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Staff Personnel

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have authority functions; they provide advice, recommendations, and research to line managers

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Centralized Authority

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important decisions are made by higher-level managers

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Decentralized Authority

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important decisions are made by middle-level and supervisory-level managers

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Organizational Design

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concerned with designing the optimal structures of accountability and responsibility that an organization uses to execute its strategies

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Simple Structure

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has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

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Functional Structure

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people with similar occupational specialties are put together in formal groups

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Divisional Structure

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people with diverse occupational specialties are put together in formal group by similar products or services, customers or clients or geographic regions

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Product divisions

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group activities around similar products or services

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Customer Divisions

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tend to group activities around common customers or clients

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Geographic Divisions

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group activities around defined regional locations

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Matrix Structure

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organization combines functional and divisional chains of command in a grid so that there are two command structures--vertical and horizontal

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Horizontal design

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

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Boundary-less organization

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fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks. The collaborators may include not only coworkers

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Hollow Structure

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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

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Modular Structure

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a firm assembles products chunks or modules, provided by outside contractors

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Virtual Organization

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an organization whose members are geographically apart, usually working with email, collaborative computing, and other computer connections

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Virtual Structure

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a company outside a company that is created "specifically to respond to an exceptional market opportunity that is often temporary"

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Contingency Design

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process of fitting the organization to its environment

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Mechanistic Organization

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Tom Burns and G.M. Stalker authority is centralized, tasks and rules are clearly specified and employees are closely supervised

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Organic Organization

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authority is decentralized, there are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks

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Differentiation-Integration

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Paul R. Lawrence and Jay W. Lorsch

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Differentiation

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tendency of the part of an organization to disperse and fragment

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Integration

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tendency of the parts of an org. to draw together to achieve a common purpose

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advantages of functional structure

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1. efficiency (low cost) 2. expertise (specialization) 3. training, development, career path

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disadvantages of functional structure

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1. silo syndrome (lack of cooperation among functions) 2. lack of general skills (due to specialization) 3. upward referral of decisions

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advantages of divisional structure

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1. flexible to environment change (coordination) 2. conceptual expertise/generalization (customer/product/geography) 3. problem-solving at lower-levels

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disadvantages of divisional structure

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1. resource duplication (inefficient, costly) 2. silo syndrome (lack of cooperation among divisions)

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