Week 7 Discussion post As we continue our search and research to gain understanding about Organizational behavior. Starting with chapter fifth teen This week we are faced with the study of organizational structures and their foundations. Carful analysis shows that the structure of an organization has a large impact on behavior. To begin to fully understand organizational structure we must first define what this term is. Organizational structure defines how job tasks are formally divided, grouped, and coordinated (Robbins, S. & Judge T.). Managers can find help when developing organizational structure by following the seven key elements of organizational structure. 1. Work specialization, or division of labor, the degree to which tasks in an organization are subdivided into separate jobs (Robbins, S. & Judge T.). This is when are job is divided up into several steps and each step is worked on by a different individual. Which then creates the concept of specialization for employees. 2. Departmentalization is the basis by which jobs are grouped together (Robbins, S. & Judge T.). The jobs must be grouped together so common tasks can be coordinated. 3. The Chain of command is an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom (Robbins, S. & Judge T.). This element has lost a lot of its power through the years and is now less and less important. 4. The span of control describes the number of subordinates a manager can efficiently and effectively direct (Robbins, S. & Judge T.). 5. Centralization is the degree to which decision making is concentrated at a single point in an organization (Robbins, S. & Judge T.). Decentralized decision making is the degree to which decision making is pushed down to the managers closest to the action or to workgroups (Robbins, S. & Judge T.). 6. Formalization refers to the degree to which jobs within an organization are standardized (Robbins, S. & Judge T.). this element allows employees as great deal of freedom to exercise discretion in their work. 7. Boundary spanning occurs when individuals form relationships with people outside their formally assigned groups. When developing and implementing the organizational structure using these elements it is key that the manager does not fall to creating hierarches that overly limit employee’s empowerment and autonomy (Robbins, S. & Judge T.). The next chapter we were assigned this week is chapter sixteen and here we learned about the cultures that are established within organizations. Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations (Robbins, S. & Judge T.). just like the structures of organization, there are seven primary characteristics that seem to capture the essence of an organization’s culture. 1. Innovation and risk taking. The degree to which employees are encouraged to be innovative and take ...

1. Week 7 Discussion post
As we continue our search and research to gain
understanding about Organizational behavior. Starting with
chapter fifth teen This week we are faced with the study of
organizational structures and their foundations. Carful analysis
shows that the structure of an organization has a large impact on
behavior. To begin to fully understand organizational structure
we must first define what this term is. Organizational structure
defines how job tasks are formally divided, grouped, and
coordinated (Robbins, S. & Judge T.). Managers can find help
when developing organizational structure by following the
seven key elements of organizational structure.
1. Work specialization, or division of labor, the degree to which
tasks in an organization are subdivided into separate jobs
(Robbins, S. & Judge T.). This is when are job is divided up
into several steps and each step is worked on by a different
individual. Which then creates the concept of specialization for
employees.
2. Departmentalization is the basis by which jobs are grouped
together (Robbins, S. & Judge T.).
The jobs must be grouped together so common tasks can be
coordinated.
3. The Chain of command is an unbroken line of authority that
extends from the top of the organization to the lowest echelon
and clarifies who reports to whom (Robbins, S. & Judge T.).
This element has lost a lot of its power through the years and is
now less and less important.
4. The span of control describes the number of subordinates a
manager can efficiently and effectively direct (Robbins, S. &
Judge T.).
5. Centralization is the degree to which decision making is
concentrated at a single point in an organization (Robbins, S. &
Judge T.).
Decentralized decision making is the degree to which decision

2. making is pushed down to the managers closest to the action or
to workgroups (Robbins, S. & Judge T.).
6. Formalization refers to the degree to which jobs within an
organization are standardized (Robbins, S. & Judge T.). this
element allows employees as great deal of freedom to exercise
discretion in their work.
7. Boundary spanning occurs when individuals form
relationships with people outside their formally assigned
groups.
When developing and implementing the organizational structure
using these elements it is key that the manager does not fall to
creating hierarches that overly limit employee’s empowerment
and autonomy (Robbins, S. & Judge T.).
The next chapter we were assigned this week is chapter
sixteen and here we learned about the cultures that are
established within organizations. Organizational culture refers
to a system of shared meaning held by members that
distinguishes the organization from other organizations
(Robbins, S. & Judge T.). just like the structures of
organization, there are seven primary characteristics that seem
to capture the essence of an organization’s culture.
1. Innovation and risk taking. The degree to which employees
are encouraged to be innovative and take risks (Robbins, S. &
Judge T.).
2. Attention to detail. The degree to which employees are
expected to exhibit precision, analysis, and attention to detail
(Robbins, S. & Judge T.).
3. Outcome orientation. The degree to which management
focuses on results or outcomes rather than on the technique and
processes used to achieve them (Robbins, S. & Judge T.).
4. People orientation. The degree to which management
decisions take into consideration the effect of outcomes on
people within the organization (Robbins, S. & Judge T.).
5. Team orientation. The degree to which work activities are
organized around teams rather than individuals (Robbins, S. &
Judge T.).

3. 6. Aggressiveness. The degree to which people are aggressive
and competitive rather than easygoing (Robbins, S. & Judge T.).
7. Stability. The degree to which organizational activities
emphasize maintaining the status quo in contrast to growth
(Robbins, S. & Judge T.).
Managers need to realize that an organization’s culture is
relatively fixed in the short term. To affect change, involved top
management and strategize a long-term plan.
Robbins, S. P., & Judge, T. A. (2019). Essentials of
organizational behavior. New York, NY: Pearson.
DISCUSSION FORUM WEEK 7
SUMMARY OF ASSIGNED READING FROM CHAPTERS 15 -
16
RACHEL C GILBERT
UNIVERSITY OF THE CUMBERLANDS
OCTOBER 9, 2019

4. Chapter 15 instructed is on the foundations of Organizational
structure and how you are to have a certain structure to have a
successful organization. There were certain elements that would
help us to get there and they are: 1. Work specialization, 2.
Departmentalization, 3. Chain of Command, 4. Span of Control,
5. Centralization and decentralization, 6. Formalization, and 7.
Boundary Spanning. The combination of this is asking the
questions of to what degree are jobs divided, or grouped
together, and to whom do they report; and when they report how
many can one manager handle with proper decision making to
the degree that regulates all employees and managers alike.
Most companies want structure, from who would be responsible
for opening the doors in the mornings to closing the doors at
night. Everyone should have a job and someone to report . Most
companies fail because they lack structure or everyone wants to
be the boss. It is easy to attain structure by knowing what you
are in need of and creating simple beginnings such as job
descriptions, organizational charts, and work flow drafts. While
there is no one way a company should create a structured
environment it is would be helpful to understand what it is that
you want for your company. There are many models that exist
from other companies that have worked and may be a great way
to structure your company.
In my current company we have a very unique structure. As I
have stated in other discussions it is difficult to determine who
the boss is. The president of the company wears shorts and
sandals at times, and the vice president loves Halloween so
much that she keeps rubber spiders and spooky things around all
year long. I love it. It makes for a relaxed working environment,
mind you I work for a very reputable industrial electric
company that hosts engineers and project managers that bid and
obtain multimillion dollar contracts. These are very educated
individuals who are unassuming and very talented. The structure
of the company is very relaxed and it is expected that you do
your job; you know what you need to do, do it.

5. Chapter sixteen is about organizational culture which is dealing
with how a company gets along. If they wear uniforms, if the
work hours are flexible, or are there racial or radical divides.
Each company is different and without knowing the exact
structure it is nearly impossible to identify one specific culture,
or the leading culture. The differences between organizations
are as sensitive or insensitive as the company will allow.
Sometimes just by being observing, cultures can be identified.
I have a former coworker that went to work for a graphics arts
company and what had drawn her there was the fact that the
company had a very relaxed working environment. There were
game tables, sports center with basketball courts and indoor
soccer centers that would be fine with me for a few days but
after that I would need peace and quiet. Maybe just a little
music and low conversations can help the day go by but nothing
more. But that is how cultures work in organizations and
typically people are drawn to what interest them culturally.
Culture is accordant, and an identifiable behavior in
organizations. It is not a personal belief, but a sustained pattern.
Meaning, a particular culture was introduced at some point and
had somehow maintained the need of the organization.
Therefore, culture is a shared a pattern of behaviors.
REFERENCES
Judge, T. A., & Robbins, S. P. (2017). Essentials of
organizational behavior. Pearson Education (us).