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The need for organizational structure and culture
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Organizational Structure and Culture
Introduction/Discussion
Organization Structure and Culture are two important pieces in any business. Structure and culture are intertwined. In my present and former organizations I had the pleasure of participating in reorganization which allowed a distinct observation point, and came to realize that my opening statement is very much true. Looking at both these areas in comparison to what our text might offer, rightly so, Fischer (2012) has linked both structure and culture to covenantal obligations.
Organization Structure Authority originated with God. Romans 13:1 says, “There is no authority except from God, and those that exist have been instituted by God, so let every person be subject to the governing authorities.” We see in Genesis 1:28 that God put everything in its place, and then placed ability to make decisions in the hands of Man to take care of the planet and to rule over every animal. This is an excellent model of organizational structure.
Robbins (2009) defines organization structure as the way “job tasks are formally divided, grouped, and coordinated.” Jackson (1987) describes it as, “a social system which is organized for the attainment of a particular type of goal.” Robbins further explains that
Martinez (2015) asks, “Can organization culture be changed?” She begins to answer this question in her article by succinctly saying, “The individual has a variety of expectations of the organization and, the organization has a variety of expectations of him; expectations such as these are not written into any formal agreement between employee and organization, yet they operate powerfully as determinants of behavior.” (Martinez, 2015) Herein, organizational culture is made, and yes, if her definition is true, then I believe it can be
The Organisation structure of a company addresses the fact that every organisation has specific units that are responsible for different roles and actions in the organisation and that no department within the organisation stands alone, they are intertwined. The organisational chart or structure should be designed to divide up the work load, responsibilities and roles to be done
1.1 ORGANIZATIONAL STRUCTURE The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management.
Gibson, James L., John M. Ivancevich, and James H. Donnelly, Jr. Organization: Behaviour, Structure, Processes. 10th ed. New York: McGraw-Hill, 2000.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
Deuteronomy 17: 18-20 (NIV Student Bible) reminded me that no one should be above the law and we are all under His view. Much in the same way a leader should lead by actions and adhere to the same rules as all on others in the organization. Hebrews 4:11 (NIV Student Bible) reiterated that all should follow the rules, of the Lord (and also organizations). Proverbs 24:30 (NIV Student Bible) instills that we must all keeping working, be diligent in our quest for our own successes. In the grand scheme of things, we all work for the Lord serving Him in some way or another during our daily lives at home and in the office. We must learn from the mistakes he wants us to make, work hard for our goals, and treat others the way we would like to be treated
Organizational culture is a reflective view of the inner workings of an organization. This culture reflects hierarchical arrangements as it pertains to the lines of authority, rights and obligations, duties, and communication processes. Organizational structure establishes the manner in which power and roles are coordinated and controlled amongst the varying levels of management. The structure of an organization is dependent upon their goals, objectives, and strategy. Determining organizational structure best suited for an organization is generally found within the six key elements of organizational structure and choosing those to implement those best suited for the organization. The six key elements include:
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Waterman, R.J., Peters, T.J. and Phillips, J.R. (1980) Structure is not organization, Business Horizons, 23(3), pp.14-26.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Organizational structure is the way that an organization arranges people and jobs so that work can be performed and goals can be achieved. Good organizational design helps communications, productivity, and innovation. Many organization structures have been created based on organizational strategy, size, technology, and environment. Robbins and Judge (2011, p. 504) listed three common structures: simple, bureaucracy, and matrix. In this post the author will describe the matrix structure, and discuss its advantages and disadvantages.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
It is a “pattern of beliefs, values and learned ways of coping with experience” (Brown 1994) that manifests itself into three layers: artefacts at the shallowest, values and beliefs in the middle and basic assumptions at the deepest. It is inseparable from the organisation that cannot be easily manipulated as it is fundamentally non-unitary and emergent. Finally, organisational culture is important as it is one of the main determinants as to whether a firm can enjoy superior financial and a comparative advantage over firms of differing cultures.
Organizational structure indicates to how the work of employees and teams within an organization is coordinated. In order to obtain organizational goals, individual work needs to be coordinated and managed. Structure is an important instrument in obtaining coordination, as it appoints reporting relations (who reports to whom), designs formal communication channels, and portray how different actions of individuals are linked together.
Most organizations fall under one of three organizational designs: simple structure, bureaucracy and matrix structure. The organizational design of a company suggests who makes executive decisions and how they are enforced. The organizational design is typically decided based on the size of the company and market place.