Post on 02-Jun-2018
transcript
8/10/2019 Organisational Structure Culture.ppt
1/27
Organisational Structure & Culture
Tutor: Agi Oldfield
Copyri ght Agi Oldf ield 2014
ORGANIZATIONS & BEHAVIOUR
8/10/2019 Organisational Structure Culture.ppt
2/27
Organisational Structure & Culture
What is an organization?How would you define it?
What is your experience of organizations?Importance of understanding howorganizations operate
The context in which organizations operate What and how do people contribute?How can we manage these elements?
8/10/2019 Organisational Structure Culture.ppt
3/27
Organisational Structure & Culture
WHAT DO YOU THINK WILL BE THE NATUREOF WORK IN THE NEXT 5-10 YEARS?
WHAT WILL BE THE MOST SIGNIFICANTCHANGE FROM TODAYS WORKENVIRONMENT?
WHAT WILL BE THE MOST IMPORTANT SKILLREQUIRED IN MANAGING THE WORKFORCE?(in groups 10 minutes and present)
8/10/2019 Organisational Structure Culture.ppt
4/27
Organisational Structure & Culture
External environment Globalization/Multinationals
Management of diversity Removal of trade barriers Increased competition Changing nature of work Multicultural workforce Global Financial Crisis
8/10/2019 Organisational Structure Culture.ppt
5/27
Organisational Structure & Culture
Internal environment Culture Strategy
Structure Systems Nature of business Change
Technology Staffing/People
8/10/2019 Organisational Structure Culture.ppt
6/27
Organisational Structure & Culture
Organizations do not exist in isolationImportance of peopleUnderstanding what and how people contribute to the
organizationsPotential problems caused by individuals and theirinteractionsImportance of team-work
Importance of competence
8/10/2019 Organisational Structure Culture.ppt
7/27
Organisational Structure & Culture
Changes in organizations External/internal
Cultural flexibilityChanges in Careers and individualexpectations
Changing nature of work Impact of technology on workingenvironment/organizations
8/10/2019 Organisational Structure Culture.ppt
8/27
Organisational Structure & Culture Formal system of tasks & reporting linesDivision of tasks & responsibilities5 main elements: (Childs, 1984):Specialization vs greater scope
Hierarchy vs flatGrouping: function or productIntegrationControl: centralization vs delegation
8/10/2019 Organisational Structure Culture.ppt
9/27
Organisational Structure & Culture
Types of Structure for large organisations:Organised by Function Key functions are centralised and manage all the products Efficient as fewer functions are needed Not d3edicated to any one product
Organised by Product Dedicated teams Not as ecenomic as more functions are required
Organised by Geogrpahy
Central key role Each division or Strategic Business Unit (SBU) has functionsrepeated
http://www.youtube.com/watch?v=5BVVy0MgM8k
http://www.youtube.com/watch?v=5BVVy0MgM8khttp://www.youtube.com/watch?v=5BVVy0MgM8k8/10/2019 Organisational Structure Culture.ppt
10/27
Organisational Structure & Culture Dimensions:
HierarchyLevels of operations & ManagementDivision of LabourStrategy & Structure inter-relatedDefines roles & ResponsibilitiesChannels of CommunicationLines of reporting and accountabilitiesSmall organisations do not need the same complexity of structure
WHY???
8/10/2019 Organisational Structure Culture.ppt
11/27
Organisational Structure & Culture
Structure
People
TechnologyObjectives
Leavitt Diamond
8/10/2019 Organisational Structure Culture.ppt
12/27
Organisational Structure & Culture Two major types:
MECHANISTIC/BUREAUCRATIC Large organizations More levels of hierarchy Division of labour Stable environment Slow to respond Volume of activities
ORGANIC/FLEXIBLE Fewer layers
Faster communication Quicker to respond to uncertain environments Devolved decision making
8/10/2019 Organisational Structure Culture.ppt
13/27
Organisational Structure & Culture
Organizational Chart
Horizontal/vertical decision making authorityStatic does not show dynamics/workflowFormal organization - Overt Mission Policies & procedures
Organizational chart reporting/responsibilitiesInformal organization Personal relationships Informal leaders/influencers Personal motivations/agendas Emotions Personalities Grapevine Politics
l & l
8/10/2019 Organisational Structure Culture.ppt
14/27
Organisational Structure & Culture BY PRODUCT
8/10/2019 Organisational Structure Culture.ppt
15/27
Organisational Structure & Culture
CENTRALIZATION
- More economic
DECENTRALIZATION
Delegation of authority
Decisions at managerial levels
Greater autonomy
Horizontal and vertical patterns of communications
8/10/2019 Organisational Structure Culture.ppt
16/27
Organisational Structure & Culture HIERARCHICAL VS DELAYERING/FLAT ORGANIZATIONHIERARCHICAL Problem of optimum levels Communication vertical takes time Vertical Stable environment
FLAT ORGANIZATION Horizontal communication HORIZONTAL HIERARCHY?
Flexible Problems?
8/10/2019 Organisational Structure Culture.ppt
17/27
MATRIX ORGANISATIONS
PROJECTS
/PRODUCTS
MANUFACTURING MARKETING ENGINEERING FINANCE
PROJECT/
PRODUCT A
PROJECT/
PRODUCT B
PROJECT/PRODUCT C
PROJECT/
PRODUCT D
PROJECT/PRODUCT E
8/10/2019 Organisational Structure Culture.ppt
18/27
Organisational Structure & Culture MATRIX ORGANIZATIONS
Need to respond to rapid change
Effective in utilizing specialised staff/equipment
Share resources
Specialist assigned to projects/products
Dual authority system
Personnel reporting to 2 managers
8/10/2019 Organisational Structure Culture.ppt
19/27
Organisational Structure & Culture
SPAN OF CONTROL
Number of individuals reporting Number possible to control Number of possible relationships Intensity and frequency of interactions Nature of interactions Greater ambiguity greater interaction
Degree of specialisation
8/10/2019 Organisational Structure Culture.ppt
20/27
Organisational Structure & Culture
What is Culture ?Shared meaning as basis for actionCollective & Individual source of understandingShared sense of experiencesDifficult to define
Attitudes & Communication patterns Ways of doing things Taboo
8/10/2019 Organisational Structure Culture.ppt
21/27
Organisational Structure & Culture
Culture: Collective programming of the
mind ( Hofstede 1980 )National Personality
Values shared Attitudes and beliefsSocialRepresentations
8/10/2019 Organisational Structure Culture.ppt
22/27
Organisational Structure & Culture
Dimensions of culture:
POWER DISTANCE perceptions of equality
UNCERTAINTY AVOIDANCE
INDIVIDUALISM vs COLLECTIVISM close correlation withnational wealth
MASCULINITY differences in values MAS emphasis on promotion and money Fem emphasis on relationship and social values
8/10/2019 Organisational Structure Culture.ppt
23/27
Organisational Structure & Culture
Influence of National Culture on organisational culture
Problem for international and global organisationsLocal culture practices transferred to organisationsImpact of national culture on organisational design
Can you identify three different international organisations andcompare their perceived culture and values?
http://www.youtube.com/watch?v=EcHpgsTg458
http://www.youtube.com/watch?v=EcHpgsTg458http://www.youtube.com/watch?v=EcHpgsTg4588/10/2019 Organisational Structure Culture.ppt
24/27
Organisational Structure & Culture
Organisational Culture:Strong culture drives workforce behaviour
Artefacts open plan office
ValuesBeliefs
MythsHeroes Characters of special achievement
SymbolsRituals Performance awards
Provides meaning for employeeshttps://www.google.co.uk/about/company/facts/culture/
rgan sat ona tr ct re t re
https://www.google.co.uk/about/company/facts/culture/https://www.google.co.uk/about/company/facts/culture/8/10/2019 Organisational Structure Culture.ppt
25/27
rgan sat ona tructure u ture Handy:Power Culture Depends on central power
Dominant central figure holds power Policy made centrally based on leaders views Few rules but implicit codes for behaviour Entrepreneurial businesses
Role culture Bureaucracy, rationality, procedures and rules, specialist Pillars Focus on roles, Hierarchical position determines power
Task culture Job oriented, focus on jobs acquisition of resources Project objectives rather than roles
Person culture Focus on the individuals Collaboration to meet needs Barristers Architects
8/10/2019 Organisational Structure Culture.ppt
26/27
Organisational Structure & Culture Four Types of Culture:
Tough guy, macho culture High risk, intense pressure, high pay-off, quick feed back
Work hard/Play hard culture Few risks, fun, quick feed-back
Bet-your-company culture Slow feed-back, large scale decisions and high risks
Process Culture Slow feed-back, low risk, difficult to evaluate own contributions
Culture is influenced by:Founding members values
New ManagementIndustry
8/10/2019 Organisational Structure Culture.ppt
27/27