Background Readingorganizational Culturehave You Ever Observed How Som ✓ Solved

BACKGROUND READING Organizational Culture Have you ever observed how some organizations just seem to be shining stars in their fields, even if the product or service they produce is not that much different from their competitors? Have you noticed that it seems that they are the ones who are the most successful? Did you ever wonder why? Read the following material on organizational culture for some insights into what culture is, what it does, how it is formed, and how it is taught to newcomers in the organization. This reading is available in the Trident University Library.

Flamholtz, E. & Randle, Y. (2011). Corporate Culture: The Invisible Asset. Corporate Culture: The Ultimate Strategic Asset. (pp. 3-25), Stanford, CA: Stanford Business Books. This material on organizational culture type may be particularly helpful as you prepare your Module 4 SLP assignment.

McNamara, C. (2000) Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Free Management Library. Organizational Structure and Design The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.

An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014), managers need to address six key elements when they design their organization’s structure: Work specialization – the extent to which activities are subdivided into separate jobs. Departmentalization – the basis on which jobs will be grouped together. Chain of command – the people who individuals and groups report to. Span of control – the number of individuals that a manager can direct efficiently and effectively.

Centralization and de-centralization – the locus of decision-making authority. Formalization – the extent to which there will be rules and regulations to direct employees and managers. Robbins, S.P. & Judge, T.A. (2014). Essentials of Organizational Behavior (12th Edition). Pearson.

One way to gain insight into the complexity of organizations and how organizations are structured or designed is through metaphors. For example, using metaphors, an organization can be talked about as if it were a machine or as if it were an organism. The organization that is like a machine is characterized by extensive departmentalization, high formalization, and limited by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, organizations that are like machines are often good at keeping the costs of standardized products or services down but could inhibit innovation and creativity.

Read the following article by Tohidian and Rahimian (2019) that provides insight into organizational design and how metaphors are used to understand how organizations work: Tohidian, I., & Rahimian, H. (2019). Bringing Morgan’s metaphors in organization contexts : An essay review. Cogent Business & Management, 6 (1). CC BY. Available in the Trident Online Library.

Organizational structures are also considered in how they fit or align with an organization’s strategy, mission, and objectives. Traditional structures were divisional structures, functional structures, team-based or process structures, and flexible structures. More recently, organizations have needed to take on more “open boundary†designs. Models of hollow , modular , and virtual organizations describe these “open boundary†organizations. Overall, the key learning here is that the structure selected should match the organization’s strategy – or it will be very difficult for the organization to be successful.

The following reading considers organization design in an era of newer strategic considerations such as globalization and changing market dynamics: Narasimhan, A., Yu, H. H., & Lane, N. (2012). Organization design: Inviting the outside in. Retrieved from Aligning culture and structure Designing an organization's structure involves more than just shifting boxes and lines on an organizational chart. Mootee (2012) offers several critical tests when considering the adequately designing an organization’s structure: a.

The Future Test: Does the design reflect the needs for how a company plans to compete in the future? b. The People/Culture Test: Does the design adequately reflect the motivations, strengths, and weaknesses of employees? c. The Competitive Advantage Test: Does the design allocate sufficient management emphasis to the strategic priorities? d. The Power Test: Does the design provide the desired allocated power to groups/individuals that is linked to the strategic value of the unit or functions? e. The Agility Test: Is the design adaptable and swift to respond to future changes? (p.

1) Mootee, I. (2012). What is the right organizational design for your corporation? And what test to use to know if you’ve got the right one? Innovation Playground. Retrieved from It makes intuitive sense that organizational culture and organizational structure should affect each other.

Indeed, the way work is coordinated, the way hierarchies are designed, and the way communications are channeled should align with the norms and values of the people who work there. If they do not, there will be tension and conflict between the way people feel comfortable working and the structures that force work to be done in a different way. The following article is an excellent and compelling analysis of why management should consciously ensure that culture and structure support each other so that the organization can function as smoothly and effectively as possible. Janicijevic, N. (2013). The mutual Impact of organizational culture and structure.

Economic Annals ). Retrieved from RESPONSES-175 word each 1. Class, Being that corporate is a highly political environment, you will need to understand that there are ways to be highly successful and ways that are detrimental to your growth. Although to the naked eye, you would not notice the sociopolitical hierarchy embedded in any organization, you will need to know that it is very cut-throat. Most of the time you will need to play dirty, step on others' toes, and disregard any emotions you have about getting ahead.

However, there are ways to play it without losing your dignity. For a starter, I’ve learned that the hardest worker does not always get noticed. For instance, being a “go-to†guy just might place expectations on you that others may not have, thus placing more work on your table and rewarding those in the same paygrade with less work. Of course, being a team player is a big part of succeeding, but the most important part of success in a sociopolitical environment is more so about the connections you acquire. It’s all about the “who†you know, not what you know.

I’ve seen people with absolutely no knowledge advance, whilst others that can fix a problem in 30 seconds, be kept in the same paygrade at least a lot longer than they should. All-in-all, the only one would get rid of is being the “go-to†To sum it up, I can quote from one of my Officers, that once I get commissioned, “they don’t care about what you know in a sense, but can you conform, not by brown-nosing, but by being an officer, and a gentleman.†Dway References Content Team, M. (n.d.). 7 ways to use office politics positively: Getting what you want without "playing dirty". Retrieved March 03, 2021, from 2. Class, This is a great list to start for a person that is entering the management role.

It delivers a clear understanding of how many people can fail if the list is not followed. The one thing that I would add is knowing how to further develop people to grow the organization from just one building to another structure to allow the business to grow. It can also be assumed that the compatibility of organizational culture and structure would have a positive impact on an organization’s performance (Janicijevic, 2013). The one item that I would drive others to look at is the become known as a “go-to/can-do†individual, this will install the sense of reliability. Once a superior see this they generally will start to lean on you more.

The other thing that I would add is being a leader that delivers equal treatment to all your staff. Discourage behaviors that don’t reflect what’s important (McNamara, 2000). Employees can grow on this as they all know that no one is more powerful than them. The other thing is for a leader to not go in and make the immediate change unless it is necessary. Making immediate changes could interfere with the way the organization is currently operational.

Changes should be made but only with time. Enduring success is important in your early years as you want to grow the organization as you grow. Communication is key to this as you come up with new ideas. One should share them with other management to see if should be implemented or not. The idea could be profitable for the organization, but we must know the secondary order of effects it will have on the other departments.

The way that I learned and performed these key skills is being a person that wanted to help the company be profitable. Owners recognized this of me and made it a point to always ask what my next idea would be for them. W.Mo References Janicijevic, N. (2013). The mutual impact of organizational culture and structure. Economic Annals 58(198) , 38.

Retrieved from McNamara, C. (2000). Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Dallas: Authenticity Consulting, LLC. Retrieved from

Paper for above instructions

Understanding Organizational Culture and Structure: A Path for Success
Organizational culture and structure play a pivotal role in the success of any organization, shaping everything from employee behavior to overall performance. The alignment of these two aspects is crucial; significant discrepancies can lead to tension and conflict (Flamholtz & Randle, 2011). This essay elaborates on various dimensions of organizational culture and structure, providing insights into how they are formed and the implications they have on organizational performance.

Organizational Culture: Definition and Significance

Organizational culture can be defined as the shared values, beliefs, and norms that influence how employees behave and interact within an organization (McNamara, 2000). It serves as an invisible asset, playing a key role in employee satisfaction, retention, and overall organizational effectiveness (Flamholtz & Randle, 2011). A strong corporate culture creates a sense of shared identity and purpose, fostering positive behavior among employees and encouraging them to work towards common goals.
The formation of organizational culture is influenced by various factors, including the organization's history, the leadership style of management, and external environment pressures (Fitzgerald & Venkatraman, 2016). New employees are indoctrinated into this culture through training programs, mentorship, and socialization processes, which teach them how to conform to the organization's values and expectations (Flamholtz & Randle, 2011).

Organizational Structure: Framework for Coordination

Conversely, organizational structure delineates how tasks are divided, grouped, and coordinated (Robbins & Judge, 2014). It serves as a framework within which the organization's strategies are executed, encompassing elements like work specialization, departmentalization, and chain of command. The structure not only defines reporting relationships but also influences communication patterns and the decision-making process (Robbins & Judge, 2014).
Firms must find a structure that complements their strategic objectives. For instance, a hierarchical structure may inhibit creativity and innovation, whereas a flat structure can foster quicker decision-making but may also lead to ambiguity in roles (Mootee, 2012). The alignment between culture and structure affects efficiency. A culture that values teamwork may struggle in a highly centralized structure, where authority is concentrated at the top (Janicijevic, 2013).

The Interplay between Culture and Structure

The relationship between organizational culture and structure is reciprocal. While culture influences the preferred structure of an organization, structure can also shape the culture that develops within it (Tohidian & Rahimian, 2019). For example, organizations that emphasize innovation and creativity may adopt a more decentralized structure that encourages employee autonomy, in line with their cultural ethos.
When organizations recognize the need to align their culture and structure, they can better harness each other’s strengths. Creating a culture that supports open communication, collaboration, and instilling accountability in decision-making fosters a conducive environment for innovative thinking (Narasimhan et al., 2012). In this regard, management plays a critical role. Leaders who embody and promote the desired culture reinforce it, enabling employees to see the practical implications of the company’s values (McNamara, 2000).

The Measurement of Organizational Effectiveness

Organizational effectiveness is often a factor of how well culture and structure work in harmony. Goodman and Dean (2014) identified specific indicators for assessing alignment, including employee engagement, turnover rates, and overall job satisfaction. Organizations that successfully bring their culture and structure into alignment tend to report higher levels of productivity and a more robust competitive advantage (Janicijevic, 2013; Mootee, 2012).
Moreover, the adaptability of the organizational structure—whether it can respond to changes in the external environment—also contributes to effectiveness. Successful companies regularly reassess their structures and cultural norms to ensure they are equipped to handle emerging challenges (Narasimhan et al., 2012).

Recommendations for Future Practice

To cultivate a thriving organizational environment, leaders must consider the following strategies:
1. Regular Assessment: Organizations should regularly assess their culture and structure to ensure alignment. Surveys, focus groups, and performance metrics can provide valuable insights into employee perspectives (Fitzgerald & Venkatraman, 2016).
2. Leadership Development: Training programs that highlight the importance of cohesive culture and structure are essential. Leaders should be trained in emotional intelligence and adaptive management practices (Goodman & Dean, 2014).
3. Open Communication: Fostering a culture where open communication is encouraged leads to better alignment with organizational goals. Employees should feel safe to voice their concerns and suggestions (McNamara, 2000).
4. Empowerment: Empowering employees to make decisions in a decentralized structure aligns with cultures that value innovation and creativity. This empowerment can boost employee morale and productivity.
5. Strategic Flexibility: Finally, ensuring that structures are flexible enough to adapt to market trends or internal changes resonates with the dynamic nature of modern business. This flexibility allows for an agile response to opportunities and threats (Fitzgerald & Venkatraman, 2016).

Conclusion

In conclusion, understanding the dynamics of organizational culture and structure is vital for any organization aiming for sustained success. Aligning the two fosters a positive work environment, enhancing employee satisfaction and organizational performance. A conscious effort to maintain this alignment, alongside regular assessments and adaptation strategies, can serve as a foundation for long-lasting effectiveness in today's fast-paced business landscape.

References

1. Flamholtz, E., & Randle, Y. (2011). Corporate Culture: The Invisible Asset. Stanford, CA: Stanford Business Books.
2. Goodman, P. S., & Dean, S. (2014). Organizational Effectiveness: Perspectives and Issues. Routledge.
3. Fitzgerald, L., & Venkatraman, N. (2016). Measurement of Business Performance. In Handbook of Organizational Measurement.
4. Janicijevic, N. (2013). The mutual impact of organizational culture and structure. Economic Annals, 58(198), 38.
5. McNamara, C. (2000). Organizational Culture. Authenticity Consulting, LLC.
6. Mootee, I. (2012). What is the right organizational design for your corporation? Innovation Playground.
7. Narasimhan, A., Yu, H. H., & Lane, N. (2012). Organization design: Inviting the outside in.
8. Robbins, S. P., & Judge, T. A. (2014). Essentials of Organizational Behavior (12th Edition). Pearson.
9. Tohidian, I., & Rahimian, H. (2019). Bringing Morgan’s metaphors in organization contexts: An essay review. Cogent Business & Management, 6(1).
10. Xie, J., & Aydin, M. (2019). Organizational Culture: The Key to Innovation. London: Routledge.