CH. 13 organizational structure and culture
? knowledge objectives After reading this chapter, you should be able to:
1. Define key elements of organizational structure, including both structural and structuring dimensions.
2. Explain how corporate and business strategies relate to structure.
3. Explain how environment, technology, and size relate to structure.
4. Define organizational culture, and discuss the competing values cultural framework.
5. Discuss socialization.
6. Describe cultural audits and subcultures.
7. Explain the importance of a fit between individual values and organizational culture.
exploring behavior in action
Growth and Structure Provide an Integrated Portfolio of Services at FedEx
Many companies have goals designed to achieve growth and diversification of the markets they serve, both product and geographical. These long-term goals are often maintained even during economic recessions such as that experienced at the end of the first decade of the twenty-first century. Growth can be achieved by developing new products and services internally or by acquiring other organizations. Growth by external acquisition has been popular because it is often a faster and less risky means of achieving the desired growth. FedEx’s corporate strategy involved both of these approaches.
In 1971, Federal Express Corporation was founded in Little Rock, Arkansas. Early in its history, FedEx used internal development to achieve rapid growth. By 1983, Federal Express had achieved $1 billion in revenue; it made its first acquisition in 1984, Gelco Express International, launching its operations in the Asia Pacific region. Five years later,
Federal Express purchased Flying Tigers to expand its international presence. That same year, Roberts Express (now FedEx Custom Critical) began providing services to Europe. In 1995, FedEx acquired air routes from Evergreen International with authority to serve China and opened an Asia Pacific Hub in Subic Bay, Philippines, launching the FedEx AsiaOne Network. By 1996, FedEx Ground achieved 100 percent coverage in North America.
In 1998, FedEx acquired Caliber Systems, Inc. and cre- ated FDX Corporation. This series of acquisitions made FedEx a $16 billion transportation powerhouse. But the acquisitions and growth continued. In 1999, Federal Express Corporation acquired Caribbean Transportation Services. In January 2000, FDX Corporation was renamed FedEx Corporation. Also in 2000, FedEx Trade Networks was created with the acquisitions of Tower Group International and World Tariff.
In 2001, FedEx acquired American Freightways; in 2004, it acquired Kinko’s for $2.4 billion and also Parcel Direct; and it completed its acquisitions in 2007, with its purchase of Chinese shipping partner DTW Group in order to obtain more control over and access to services in secondary Chinese cities.
As suggested by the large list of acquisitions, FedEx’s strat- egy to achieve growth was realized. It also diversified the c ...
1
2
Strategic Audit Report
Student Name
Lecture Name
Course
Date
Strategic Audit Report
History and Background of the company
The selected organization for this discussion is FedEx Corporation. Federal Express Corporation, now known as FedEx, was founded in 1971 by Frederick W. Smith. The company began operations in 1973 with 14 small aircraft and a team of just 500 people. FedEx was created to take advantage of the deregulation of the airline industry (Roadshow, 2019). Prior to this, all airlines were required to use the same rates and routes, which made it difficult for new companies to compete. But with deregulation, FedEx was able to create a more efficient shipping network that quickly gained popularity. Today, FedEx is a global company with over 390,000 employees and a fleet of over 650 aircraft.
The company offers a variety of services, including express shipping, ground shipping, freight, and even printing and copy services. FedEx has been widely successful, due in part to its innovative use of technology. For example, the company was one of the first to use barcodes to track packages. It also developed the first real-time package tracking system, which allowed customers to see exactly where their packages were at all times. In recent years, FedEx has faced some challenges, such as the increasing popularity of e-commerce and the rise of competitor UPS. However, the company has continued to adapt and innovate, making it one of the most successful shipping companies in the world.
What FedEx organization does and who its target audience is
FedEx is a global company that provides transportation, e-commerce, and business services. Its target audience is businesses and individuals who need to ship items domestically and internationally (Dhir, 2019). FedEx Corporation offers a range of services, including transportation, e-commerce, and business services. Its transportation services include air and ground shipping, freight forwarding, and third-party logistics. Its e-commerce offerings include online retail, business-to-business, and business-to-consumer sales. Its business services include printing, copying, and marketing. The company has a wide range of customers, including businesses, government agencies, and individuals. Businesses use FedEx to ship products domestically and internationally. Government agencies use the company's services to send items to military personnel and to ship humanitarian aid. Individuals use FedEx to send items to family and friends.
References
Dhir, S. (2019). Federal Express. In
Cases in Strategic Management (pp. 91-105). Springer, Singapore.
Roadshow, N. D. (2019). FedEx Corp.(FDX).
Transportation Research,
501, 377-2298.
1
2
Strategic Posture and Corporate Governance - FedEx Corporation
Student Name
Lecture Name
Course
Date
Strategic Posture and Corporate Governance - FedEx Corporation
FedE.
- FedEx's mission is to provide high-value logistics and transportation services through focused companies to generate returns for shareholders. It aims to meet customer needs with quality service and develop mutually beneficial relationships with employees, partners and suppliers, prioritizing safety.
- FedEx's strategy is to compete collectively under one brand, operate independently to meet customer needs, and manage collaboratively through workforce, customer and investor relationships.
- Fred Smith is the Chairman and CEO who has led FedEx's growth over 40 years to become a global leader in transportation and logistics, serving over 220 countries with over 300,000 employees.
FedEx has a diverse product mix that includes express, ground, and freight shipping services. It uses a hub and spoke model with over 500 facilities worldwide. This allows FedEx to consolidate shipments and distribute them efficiently. FedEx also provides print and business services to help small businesses and corporations communicate efficiently. The company focuses on quality, innovation, and customer service as key strategies for success. It invests in new technologies and aims to develop its services continuously to meet customer needs.
Frederick W. Smith founded Federal Express in 1971 after writing a college paper about the need for an airfreight shipping system for time-sensitive deliveries. After a period in the military, Smith started Arkansas Aviation Sales and realized the difficulty of getting packages delivered within 1-2 days. This motivated him to found Federal Express to provide fast and reliable shipping. Federal Express grew rapidly through acquisitions, becoming one of the largest cargo airlines and express shipping companies in the world.
FedEx was founded in 1971 by Frederick W. Smith in Little Rock, Arkansas. It grew through acquisitions like Tower Group International in 2000 and Kinko's in 2004. FedEx uses a hub-and-spoke system to efficiently distribute packages globally. Key to its success is a highly controlled distribution network, online tracking, and focus on customer service and employee satisfaction.
This presentation is about FEDEX courier services for MBA student 1st year for Organisational Behavior subject. This is about organisational change in FEDEX company and its competitors
FedEx implemented several innovative HR practices that helped make it one of the most employee-friendly companies. These practices included people-service-profit philosophy, survey feedback programs, leadership development, succession planning, and rewards programs. Employees were highly committed even during financial difficulties and were given growth opportunities. FedEx also emphasized two-way communication, grievance resolution, and retention strategies like keeping employees happy so they stayed. As a result, FedEx saw very low turnover rates compared to industry averages and enhanced its reputation as an employee-focused organization.
The description about the history of FedEx, How FedEx actually works viz from operations point of view, who are the biggest competitiors of FedEx, how many acquisitions they have since they came into business, what was their success mantra and conclusion.
1
2
Strategic Audit Report
Student Name
Lecture Name
Course
Date
Strategic Audit Report
History and Background of the company
The selected organization for this discussion is FedEx Corporation. Federal Express Corporation, now known as FedEx, was founded in 1971 by Frederick W. Smith. The company began operations in 1973 with 14 small aircraft and a team of just 500 people. FedEx was created to take advantage of the deregulation of the airline industry (Roadshow, 2019). Prior to this, all airlines were required to use the same rates and routes, which made it difficult for new companies to compete. But with deregulation, FedEx was able to create a more efficient shipping network that quickly gained popularity. Today, FedEx is a global company with over 390,000 employees and a fleet of over 650 aircraft.
The company offers a variety of services, including express shipping, ground shipping, freight, and even printing and copy services. FedEx has been widely successful, due in part to its innovative use of technology. For example, the company was one of the first to use barcodes to track packages. It also developed the first real-time package tracking system, which allowed customers to see exactly where their packages were at all times. In recent years, FedEx has faced some challenges, such as the increasing popularity of e-commerce and the rise of competitor UPS. However, the company has continued to adapt and innovate, making it one of the most successful shipping companies in the world.
What FedEx organization does and who its target audience is
FedEx is a global company that provides transportation, e-commerce, and business services. Its target audience is businesses and individuals who need to ship items domestically and internationally (Dhir, 2019). FedEx Corporation offers a range of services, including transportation, e-commerce, and business services. Its transportation services include air and ground shipping, freight forwarding, and third-party logistics. Its e-commerce offerings include online retail, business-to-business, and business-to-consumer sales. Its business services include printing, copying, and marketing. The company has a wide range of customers, including businesses, government agencies, and individuals. Businesses use FedEx to ship products domestically and internationally. Government agencies use the company's services to send items to military personnel and to ship humanitarian aid. Individuals use FedEx to send items to family and friends.
References
Dhir, S. (2019). Federal Express. In
Cases in Strategic Management (pp. 91-105). Springer, Singapore.
Roadshow, N. D. (2019). FedEx Corp.(FDX).
Transportation Research,
501, 377-2298.
1
2
Strategic Posture and Corporate Governance - FedEx Corporation
Student Name
Lecture Name
Course
Date
Strategic Posture and Corporate Governance - FedEx Corporation
FedE.
- FedEx's mission is to provide high-value logistics and transportation services through focused companies to generate returns for shareholders. It aims to meet customer needs with quality service and develop mutually beneficial relationships with employees, partners and suppliers, prioritizing safety.
- FedEx's strategy is to compete collectively under one brand, operate independently to meet customer needs, and manage collaboratively through workforce, customer and investor relationships.
- Fred Smith is the Chairman and CEO who has led FedEx's growth over 40 years to become a global leader in transportation and logistics, serving over 220 countries with over 300,000 employees.
FedEx has a diverse product mix that includes express, ground, and freight shipping services. It uses a hub and spoke model with over 500 facilities worldwide. This allows FedEx to consolidate shipments and distribute them efficiently. FedEx also provides print and business services to help small businesses and corporations communicate efficiently. The company focuses on quality, innovation, and customer service as key strategies for success. It invests in new technologies and aims to develop its services continuously to meet customer needs.
Frederick W. Smith founded Federal Express in 1971 after writing a college paper about the need for an airfreight shipping system for time-sensitive deliveries. After a period in the military, Smith started Arkansas Aviation Sales and realized the difficulty of getting packages delivered within 1-2 days. This motivated him to found Federal Express to provide fast and reliable shipping. Federal Express grew rapidly through acquisitions, becoming one of the largest cargo airlines and express shipping companies in the world.
FedEx was founded in 1971 by Frederick W. Smith in Little Rock, Arkansas. It grew through acquisitions like Tower Group International in 2000 and Kinko's in 2004. FedEx uses a hub-and-spoke system to efficiently distribute packages globally. Key to its success is a highly controlled distribution network, online tracking, and focus on customer service and employee satisfaction.
This presentation is about FEDEX courier services for MBA student 1st year for Organisational Behavior subject. This is about organisational change in FEDEX company and its competitors
FedEx implemented several innovative HR practices that helped make it one of the most employee-friendly companies. These practices included people-service-profit philosophy, survey feedback programs, leadership development, succession planning, and rewards programs. Employees were highly committed even during financial difficulties and were given growth opportunities. FedEx also emphasized two-way communication, grievance resolution, and retention strategies like keeping employees happy so they stayed. As a result, FedEx saw very low turnover rates compared to industry averages and enhanced its reputation as an employee-focused organization.
The description about the history of FedEx, How FedEx actually works viz from operations point of view, who are the biggest competitiors of FedEx, how many acquisitions they have since they came into business, what was their success mantra and conclusion.
FedEx was founded in 1971 and has grown to be a global leader in delivery services, with $11.5 billion in revenue as of 2014. It operates through four business segments: FedEx Express, FedEx Ground, FedEx Freight, and FedEx Services. FedEx has established a strong brand through consistent branding elements like its distinctive purple color and "We Understand" tagline. It has grown through strategic acquisitions and by extending its brand across different operating companies through shared branding elements. FedEx continues to invest in technology and innovation to differentiate itself and maintain its competitive edge in the delivery industry.
The document provides an overview of FedEx Corporation, including:
- A brief history of the company from its founding in 1998 through various acquisitions and name changes.
- Details on FedEx's operations as a global shipping and business services company with annual revenues of $45 billion.
- The company's goals of providing high-value logistics and transportation services while prioritizing safety, ethics, and developing relationships.
- An analysis of FedEx's strengths as an industry leader with a large global network, innovative technology, and established brand, as well as threats from rising fuel prices and increasing competition.
FedEx is consistently ranked as one of the best companies to work for due to its strong commitment to employees and innovative HR practices. Since its founding in 1971, FedEx has focused on creating a supportive work environment and treating employees well. This is exemplified by employees' willingness to sell possessions and use personal credit cards to keep operations running during early financial difficulties. FedEx has developed numerous programs over the years like People-Service-Profit philosophy, survey and feedback programs, and rewards programs to engage employees and support career growth. Treating employees well has helped FedEx provide excellent customer service and achieve long term success.
The document is FedEx Corporation's 2008 annual report. It discusses several topics:
1) FedEx's extensive global networks that connect people and businesses worldwide through air, ground, and freight shipping services.
2) Challenges in 2008 including high fuel prices and economic problems that prevented FedEx from meeting its earnings growth target, but the company remained profitable with a strong balance sheet.
3) Initiatives for 2009 including cost savings measures and renewed focus on sales to adjust to challenges while positioning the company for growth in 2010.
FedEx has continually changed its technology to maintain a competitive advantage. It has applied the Satir change model to successfully manage resistance to changes. This model focuses on understanding individual reactions to change. When introducing new technologies, FedEx communicates the benefits to employees and customers to gain acceptance and limit resistance to change.
This document is FedEx Corporation's 2007 annual report which provides an overview of the company's financial performance and accomplishments that year. The key points are:
1) FedEx achieved strong financial results in 2007 with 9% revenue growth and 11% growth in diluted earnings per share.
2) FedEx expanded its global networks through acquisitions in China, India, Europe, and North America to improve access for customers.
3) FedEx continued executing well across its business segments, integrating FedEx Kinko's and improving the Ground and Express networks.
4) The Chairman highlights Asia as a key focus area for future growth through new facilities in China.
Running head FedEx HELICOPTERS PARCEL DELIVERYFedEx HELICOPTERS.docxcowinhelen
Running head: FedEx HELICOPTERS PARCEL DELIVERY
FedEx HELICOPTERS PARCEL DELIVERY 10
FedEx helicopters parcel delivery
Student Name
Course/Number
Due Date
Faculty Name
Title of Paper
FedEx helicopters parcel delivery
Overview of Organization
Federal Express Inc is usually a global organization known to offer package delivery service. From the begging, the organization has proved great aptitude for its marketing strategies, leading to massive growth has one of the largest organizations in the United States. This factor has usually been facilitated by the organization mission that is to grow the global business through helping logistics needs of their customers via offering excellent and value in all of their business operations (Rushton, A., & Walker, S. 2007). Federal express Inc is an organization with the ability to delivery logistics services in more than 220 countries globally, covering all areas in North America and Europe.
Currently, the organization is usually offering a variety of services that have a similar goal in packages mind move from the source to the receiver. Ground shipping is normally the most means of transport used by the organization due to its affordability whereby they use rail and trucks to send their packages. For the individuals who want their packages to be delivered quickly, the organization uses air freight which is much more expensive unlike other means of transport. The organization ensures that they offer appropriate services based on the services quality, cost, reliability, and speed, in various services to satisfy the customer’s needs. In order for the organization to remain competitive in the market, a new service is normally being proposed in order to create a competitive gap against its competitors in order to achieve its goals and remain the leading logistics organization globally and in future.
Description of Product/Service
It is essential to make sure that the new service developed is of worth to the stakeholders and clients while matching the global standards for competition factor. The new service proposed will usually involve and use a remote functioned flying helicopter to distribute parcels to the homes of customers directly. This service is being facilitated by the advancement in helicopter aviation system, representing the next generation of parcels carriage technology. The new service will be utilized to deliver services to urban areas that are densely populated, to increase the packages delivery speed.
An example of the densely urban area that the service will be offered is in San Francisco especially to customers who purchase their products from Oakland. FedEx new helicopter delivery service will be able to transport these products to the doorstep of clients in a matter of minutes or hours, unlike truck delivery that takes several days. The organization will be the first to introduce this helicopter delivery service on val ...
FedEx Corporation is a global shipping company founded in 1973. It operates six business units that compete in different sectors of the transportation industry. FedEx utilizes cutting-edge technologies and innovation to provide timely customer service and compete with industry leader UPS. Its newest service offering, FedEx Trade Networks, provides international trade consulting services and showcases FedEx's expertise in global supply chain management. FedEx leverages e-commerce solutions and the internet to seamlessly integrate its transportation and information systems with customer operations. RFID technology is used to track cargo and shipments from origin to destination, though RFID tags alone do not provide security.
Part 1Question 1You are the Chief Purchasing Officer of a .docxherbertwilson5999
Part 1
Question 1
You are the Chief Purchasing Officer of a company with World Wide Production and buying locations. Design an organizational structure that allows you to compete effectively. Describe the reporting structure, the physical placement of personnel, the placement of purchasing authority and the coordination of activities with other functional groups.
Question 2
Discuss the sources of Information available to a buyer when seeking information about potential sources of supply. When do you think it is appropriate to use different sources?
Question 3
Please Answer the following questions :
1) Provide reasons why most firms do not have an adequate supplier measurements system.
2) What is a full service supplier ? What are the benefits of using full –service suppliers?
3) Of the barriers to supplier development mentioned in this chapter, which ones are the most difficult to overcome in you opinion?
4) Why should a buyer be concerned with supplier quality performance?
5) How can early supplier design involvement contribute to higher levels of product quality?
6) What are the differences between TQM and Six sigma quality approaches?
Question 4
Please read the following case on Air Products and answer the questions at the end of the case. Please see attachment.
Question 5
Discuss whether the growth in worldwide sourcing will have a positive or negative effect over the long run in the United States. Why? What alternatives exist to world wide sourcing?
Question 6
Discuss why it is important for buyers to have knowledge of a supplier's learning rate when preparing to negotiate a purchase contract.
Question 7
Please Read both cases and respond to the case questions. Please see attached.
Case 1: Supply Chain Management at Bose Corporation (see attachment)
Case 2: Strategic Sourcing and Supply at Federal Express (see attachment}
Question 8
Discuss concept of ethics and discuss the reasons why some issues that confront a buyer are not often clear from an ethical perspective.
Question 9
Please turn in any portion of your assignment. It does not have to be complete and it can be a draft. I am only looking to see your progress.
Part 2
Project – Term Paper
· Due the last day of class:
You have been hired as a purchasing/procurement Manager for a large US based automotive manufacturer. You have been assigned the responsibility of evaluating current supplier relationships and developing relationships with new supplier for automotive parts.
Go through the process, policy and procedures to evaluate current suppliers and select new suppliers. This should include:
1) Negotiations
2) Purchasing relationships
3) Purchasing strategies
4) Insourcing and outsourcing
5) Supplier quality management
6) Supplier evaluation, selection and measurements.
Give examples of some current best practices that are being used in the economy today to evaluate and manage suppliers.
Please use standard form.
The Internal EnvironmentInstitutionStudent’s name.docxDustiBuckner14
The Internal Environment
Institution:
Student’s name:
Date:
Part 1.
In business, "corporate culture" refers to the rules, customs, and beliefs that all employees follow and are taught (Wheelen, Thomas., & Hunger, J. David, 2014). However, in today's world, the CEO, CFO, and other top executives' actions and attitudes have a direct impact on the company's culture. FedEx has a culture that demonstrates to its employees and customers how much they are valued. FedEx prioritizes service, people, honesty, innovation, responsibility, safety, and loyalty (FedEx, 2019). FedEx understands the importance of a positive work environment and a strong corporate culture in order to achieve operational success and provide excellent customer service. As a result, FedEx has implemented a "People-Service-Profit strategy" (P-S-P) and continues to promote a high-performance culture. (FedEx, 2019). Frederick Smith, the company's current CEO and founder, came up with this idea because he believed that investing in employees would result in better work and, as a result, financial success. This philosophy emphasizes the importance of treating employees with respect and dignity, as well as rewarding team members based on how well they perform their duties.
FedEx believes that its employees are the best way to make big decisions, and it attributes its success to its innovative culture. Because service providers' employees are the ones who directly interact with customers, this philosophy is especially important in the service industry. Training, giving employees power, and providing incentives are all critical in a company whose culture is based on this philosophy (Peoplematters, 2019). FedEx Corporation's plan to make more money, in my opinion, is consistent with its core value of putting people first. People who are enthusiastic about their jobs are always more creative and productive. On the review site Glassdoor, current FedEx employees gave CEO Frederick Smith an 84% approval rating, and 73% said they would recommend working there to a friend (Glassdoor, 2019). FedEx is the company most likely to hire these individuals as a result of this. In addition, some FedEx freight drivers chose not to join a union in 2017, indicating a favorable work environment (Dcvelocity, 2017). FedEx Corporation employs approximately 300,000 people in over 250 countries and territories. As a result, there are numerous programs in place to thank employees for their efforts. This demonstrates how much FedEx cares about and values its employees.
There is a list of awards and recognition programs on the main website, including "The Humanitarian Award," "The Five Star," "Bravo Zulu," and "Purple Promise" (FedEx, 2019). A five-star rating is the highest you can achieve at FedEx. The manager gives the staff theater tickets and quick cash bonuses in the form of Bravo Zulu. Pilots, couriers, customer service representatives, and meteorologists are among those who benefit from the "purple promise.
FedEx, UPS, and DHL are three major global shipping companies. FedEx was founded in 1971 and has since grown through acquisitions and strategic expansions to offer various transportation services through subsidiaries around the world. UPS was founded in 1907 as a small messenger service and is now the world's largest parcel delivery company. Airborne Express also operates in the express shipping industry and faces medium to high barriers to entry due to large capital requirements and network effects enjoyed by major competitors.
A project on service standard of fedex corporationBhavin Agrawal
Grand Project on service standard of fedex corporation in which primary and secondary data are used to know about how much customer are satisfied by service standard of fedex. A detailed analysis had been done.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
The document is a case analysis report prepared by a group of students for their Corporate Finance course. It provides an introduction to FedEx Corporation and United Parcel Service (UPS), describing their histories, operations, and financial profiles in 2003. It then poses 5 questions for analysis related to how the companies' stock prices and financial performance were impacted by a 2004 air transportation agreement between the US and China that expanded cargo flight access. The students proceed to answer each question by comparing key financial metrics and analyzing factors that influenced FedEx and UPS's relative positions in the market.
Comparative Analysis of Operational Work Aspects of FedEx-USA and Blue Dart-I...siva prasad
In this project i have compared two logistic company's one is FedEx from USA and Bluedart from India where i have compared the operational aspects of both the companies, the marketing mix strategies of both the companies and a SWOT analysis with STP analysis.
FedEx is a global courier delivery services company founded in 1971 with over 300,000 employees. It has a network in over 220 countries and is known for its reliable delivery services and use of technology. FedEx spends heavily on marketing through commercial ads, sponsorships, and political lobbying to promote its brand and services. Its logo features the company name in different colors to represent each division.
This document provides an analysis of FedEx Corporation, including its mission, vision, strategies, and corporate social responsibility initiatives. It summarizes the company's financial performance and operating segments. Appendices include financial ratio analyses and strategic matrices assessing FedEx's internal strengths and weaknesses as well as external opportunities and threats.
This document provides an analysis of FedEx Corporation, including its mission, vision, strategies, CSR initiatives, and SWOT analysis. Some key points:
- FedEx's mission is to produce superior returns for shareholders by providing high value logistics services globally while maintaining high ethical standards.
- Its vision focuses on how its global transportation network connects the world and improves lives.
- Strategies include growing its core package business, expanding internationally, growing supply chain capabilities, and leveraging e-commerce and technology.
- CSR initiatives center around environmental sustainability, disaster relief, road safety, and community support through education and health programs.
- A SWOT analysis identifies strengths like brand equity and technology infrastructure
This document provides an overview and analysis of FedEx Corporation, including its mission, vision, strategies, financial performance, and corporate social responsibility initiatives. It analyzes FedEx's business segments, objectives to achieve 10% operating margin and increase earnings per share by 10-15% annually. The document also summarizes FedEx's strategies to grow its core business, expand internationally, strengthen its supply chain, and leverage e-commerce and technology.
FedEx introduced a new information service called SenseAware, which combines GPS tracking with an online collaboration platform. The solution provides near real-time shipment visibility and insights. It allows customers to easily collaborate using sensor data. FedEx aims to serve customers who need visibility into shipments and help business decision makers. Previously, FedEx acquired Kinko's for $2.4 billion, rebranding it as FedEx Kinko's and later FedEx Office. It offers printing, shipping, and business services across several countries. FedEx Office's main competitors include UPS Store, OfficeMax, Staples, and others providing similar services.
Chapter 1 Overview of geneticsQUESTIONS FOR RESEARCH AND DISCUSSMaximaSheffield592
Chapter 1 Overview of genetics
QUESTIONS FOR RESEARCH AND DISCUSSION
7. What criteria would you use to determine whether synesthesia is a disorder or a variation of normal sensation and perception?
8. Why do you think that synesthesia is more common today than it was 20 years ago?
9. Why might it be possible for infants to have synesthesia, but the ability is gradually lost?
10. Would you want to take a genetic test for synesthesia? Cite a reason for your answer.
11. Do you think that synesthesia should be regarded as a learning disability, an advantage, or neither?
Chapter 2 Cells
10. Historical references as well as current anecdotal reports suggest that under very unusual circumstances, males can breastfeed. The Talmud, a book of Jewish law, discusses a man whose wife died and who had no money to pay a wet nurse (a woman who breastfeeds another woman’s child). He was able to nourish the child with his own body. The writings of other religions report similar tales. In agriculture, male goats can receive hormonal treatments and make milk. Do you think that it is possible for a human male to breastfeed, and if so, what conditions must be provided to coax his body to produce and secrete milk?
12. Compare the roles of mitosis and apoptosis in remodeling Sheila’s breast from a fatty sac to an active milk gland.
You are to prepare 16 slides PowerPoints of health care system in Cuba. Rubric includes: type of Government Demographics Population, type of health care system currently in place, History of the health care system, including changes and recent developments, How is the delivery system organized and financed? Who is covered and how is insurance financed? What is covered? What is the role of government? What are the key entities for health system governance? World Health Organization rankings in major indices of health (infant mortality, life expectancy, etc.). Strengths and weaknesses of the system. Popularity of system among citizens. (5-6) reputable and current sources (within 5 years).
CHAPTER 1 Overview of Genetics
Senses Working Overtime Eighteen-year-old Sean Maxwell has always perceived the world in an unusual way. To most people, color is a characteristic of an object—a cherry is red; a hippo, gray. To Sean, colors are much more. When he plays a note on his guitar, or hears it from another instrument, a distinctively colored shape pops into his mind. His brain, while perceiving the note as an E flat or a C sharp, creates an overwhelming feeling of iridescent orange-yellow diamonds, or a single, shimmering sky blue crescent. Soaring crescendos of sound become detailed landscapes, peppered with alternating black and white imagery that parallels the staccato notes. These images flash by his consciousness in such rapid succession that he is barely aware of them, yet they seem to burst through his fingers in the patterns of notes that he plays. Sean has experienced these peculiar specific sound-color-shape associations for as ...
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Similar to CH. 13 organizational structure and culture knowledge obje
FedEx was founded in 1971 and has grown to be a global leader in delivery services, with $11.5 billion in revenue as of 2014. It operates through four business segments: FedEx Express, FedEx Ground, FedEx Freight, and FedEx Services. FedEx has established a strong brand through consistent branding elements like its distinctive purple color and "We Understand" tagline. It has grown through strategic acquisitions and by extending its brand across different operating companies through shared branding elements. FedEx continues to invest in technology and innovation to differentiate itself and maintain its competitive edge in the delivery industry.
The document provides an overview of FedEx Corporation, including:
- A brief history of the company from its founding in 1998 through various acquisitions and name changes.
- Details on FedEx's operations as a global shipping and business services company with annual revenues of $45 billion.
- The company's goals of providing high-value logistics and transportation services while prioritizing safety, ethics, and developing relationships.
- An analysis of FedEx's strengths as an industry leader with a large global network, innovative technology, and established brand, as well as threats from rising fuel prices and increasing competition.
FedEx is consistently ranked as one of the best companies to work for due to its strong commitment to employees and innovative HR practices. Since its founding in 1971, FedEx has focused on creating a supportive work environment and treating employees well. This is exemplified by employees' willingness to sell possessions and use personal credit cards to keep operations running during early financial difficulties. FedEx has developed numerous programs over the years like People-Service-Profit philosophy, survey and feedback programs, and rewards programs to engage employees and support career growth. Treating employees well has helped FedEx provide excellent customer service and achieve long term success.
The document is FedEx Corporation's 2008 annual report. It discusses several topics:
1) FedEx's extensive global networks that connect people and businesses worldwide through air, ground, and freight shipping services.
2) Challenges in 2008 including high fuel prices and economic problems that prevented FedEx from meeting its earnings growth target, but the company remained profitable with a strong balance sheet.
3) Initiatives for 2009 including cost savings measures and renewed focus on sales to adjust to challenges while positioning the company for growth in 2010.
FedEx has continually changed its technology to maintain a competitive advantage. It has applied the Satir change model to successfully manage resistance to changes. This model focuses on understanding individual reactions to change. When introducing new technologies, FedEx communicates the benefits to employees and customers to gain acceptance and limit resistance to change.
This document is FedEx Corporation's 2007 annual report which provides an overview of the company's financial performance and accomplishments that year. The key points are:
1) FedEx achieved strong financial results in 2007 with 9% revenue growth and 11% growth in diluted earnings per share.
2) FedEx expanded its global networks through acquisitions in China, India, Europe, and North America to improve access for customers.
3) FedEx continued executing well across its business segments, integrating FedEx Kinko's and improving the Ground and Express networks.
4) The Chairman highlights Asia as a key focus area for future growth through new facilities in China.
Running head FedEx HELICOPTERS PARCEL DELIVERYFedEx HELICOPTERS.docxcowinhelen
Running head: FedEx HELICOPTERS PARCEL DELIVERY
FedEx HELICOPTERS PARCEL DELIVERY 10
FedEx helicopters parcel delivery
Student Name
Course/Number
Due Date
Faculty Name
Title of Paper
FedEx helicopters parcel delivery
Overview of Organization
Federal Express Inc is usually a global organization known to offer package delivery service. From the begging, the organization has proved great aptitude for its marketing strategies, leading to massive growth has one of the largest organizations in the United States. This factor has usually been facilitated by the organization mission that is to grow the global business through helping logistics needs of their customers via offering excellent and value in all of their business operations (Rushton, A., & Walker, S. 2007). Federal express Inc is an organization with the ability to delivery logistics services in more than 220 countries globally, covering all areas in North America and Europe.
Currently, the organization is usually offering a variety of services that have a similar goal in packages mind move from the source to the receiver. Ground shipping is normally the most means of transport used by the organization due to its affordability whereby they use rail and trucks to send their packages. For the individuals who want their packages to be delivered quickly, the organization uses air freight which is much more expensive unlike other means of transport. The organization ensures that they offer appropriate services based on the services quality, cost, reliability, and speed, in various services to satisfy the customer’s needs. In order for the organization to remain competitive in the market, a new service is normally being proposed in order to create a competitive gap against its competitors in order to achieve its goals and remain the leading logistics organization globally and in future.
Description of Product/Service
It is essential to make sure that the new service developed is of worth to the stakeholders and clients while matching the global standards for competition factor. The new service proposed will usually involve and use a remote functioned flying helicopter to distribute parcels to the homes of customers directly. This service is being facilitated by the advancement in helicopter aviation system, representing the next generation of parcels carriage technology. The new service will be utilized to deliver services to urban areas that are densely populated, to increase the packages delivery speed.
An example of the densely urban area that the service will be offered is in San Francisco especially to customers who purchase their products from Oakland. FedEx new helicopter delivery service will be able to transport these products to the doorstep of clients in a matter of minutes or hours, unlike truck delivery that takes several days. The organization will be the first to introduce this helicopter delivery service on val ...
FedEx Corporation is a global shipping company founded in 1973. It operates six business units that compete in different sectors of the transportation industry. FedEx utilizes cutting-edge technologies and innovation to provide timely customer service and compete with industry leader UPS. Its newest service offering, FedEx Trade Networks, provides international trade consulting services and showcases FedEx's expertise in global supply chain management. FedEx leverages e-commerce solutions and the internet to seamlessly integrate its transportation and information systems with customer operations. RFID technology is used to track cargo and shipments from origin to destination, though RFID tags alone do not provide security.
Part 1Question 1You are the Chief Purchasing Officer of a .docxherbertwilson5999
Part 1
Question 1
You are the Chief Purchasing Officer of a company with World Wide Production and buying locations. Design an organizational structure that allows you to compete effectively. Describe the reporting structure, the physical placement of personnel, the placement of purchasing authority and the coordination of activities with other functional groups.
Question 2
Discuss the sources of Information available to a buyer when seeking information about potential sources of supply. When do you think it is appropriate to use different sources?
Question 3
Please Answer the following questions :
1) Provide reasons why most firms do not have an adequate supplier measurements system.
2) What is a full service supplier ? What are the benefits of using full –service suppliers?
3) Of the barriers to supplier development mentioned in this chapter, which ones are the most difficult to overcome in you opinion?
4) Why should a buyer be concerned with supplier quality performance?
5) How can early supplier design involvement contribute to higher levels of product quality?
6) What are the differences between TQM and Six sigma quality approaches?
Question 4
Please read the following case on Air Products and answer the questions at the end of the case. Please see attachment.
Question 5
Discuss whether the growth in worldwide sourcing will have a positive or negative effect over the long run in the United States. Why? What alternatives exist to world wide sourcing?
Question 6
Discuss why it is important for buyers to have knowledge of a supplier's learning rate when preparing to negotiate a purchase contract.
Question 7
Please Read both cases and respond to the case questions. Please see attached.
Case 1: Supply Chain Management at Bose Corporation (see attachment)
Case 2: Strategic Sourcing and Supply at Federal Express (see attachment}
Question 8
Discuss concept of ethics and discuss the reasons why some issues that confront a buyer are not often clear from an ethical perspective.
Question 9
Please turn in any portion of your assignment. It does not have to be complete and it can be a draft. I am only looking to see your progress.
Part 2
Project – Term Paper
· Due the last day of class:
You have been hired as a purchasing/procurement Manager for a large US based automotive manufacturer. You have been assigned the responsibility of evaluating current supplier relationships and developing relationships with new supplier for automotive parts.
Go through the process, policy and procedures to evaluate current suppliers and select new suppliers. This should include:
1) Negotiations
2) Purchasing relationships
3) Purchasing strategies
4) Insourcing and outsourcing
5) Supplier quality management
6) Supplier evaluation, selection and measurements.
Give examples of some current best practices that are being used in the economy today to evaluate and manage suppliers.
Please use standard form.
The Internal EnvironmentInstitutionStudent’s name.docxDustiBuckner14
The Internal Environment
Institution:
Student’s name:
Date:
Part 1.
In business, "corporate culture" refers to the rules, customs, and beliefs that all employees follow and are taught (Wheelen, Thomas., & Hunger, J. David, 2014). However, in today's world, the CEO, CFO, and other top executives' actions and attitudes have a direct impact on the company's culture. FedEx has a culture that demonstrates to its employees and customers how much they are valued. FedEx prioritizes service, people, honesty, innovation, responsibility, safety, and loyalty (FedEx, 2019). FedEx understands the importance of a positive work environment and a strong corporate culture in order to achieve operational success and provide excellent customer service. As a result, FedEx has implemented a "People-Service-Profit strategy" (P-S-P) and continues to promote a high-performance culture. (FedEx, 2019). Frederick Smith, the company's current CEO and founder, came up with this idea because he believed that investing in employees would result in better work and, as a result, financial success. This philosophy emphasizes the importance of treating employees with respect and dignity, as well as rewarding team members based on how well they perform their duties.
FedEx believes that its employees are the best way to make big decisions, and it attributes its success to its innovative culture. Because service providers' employees are the ones who directly interact with customers, this philosophy is especially important in the service industry. Training, giving employees power, and providing incentives are all critical in a company whose culture is based on this philosophy (Peoplematters, 2019). FedEx Corporation's plan to make more money, in my opinion, is consistent with its core value of putting people first. People who are enthusiastic about their jobs are always more creative and productive. On the review site Glassdoor, current FedEx employees gave CEO Frederick Smith an 84% approval rating, and 73% said they would recommend working there to a friend (Glassdoor, 2019). FedEx is the company most likely to hire these individuals as a result of this. In addition, some FedEx freight drivers chose not to join a union in 2017, indicating a favorable work environment (Dcvelocity, 2017). FedEx Corporation employs approximately 300,000 people in over 250 countries and territories. As a result, there are numerous programs in place to thank employees for their efforts. This demonstrates how much FedEx cares about and values its employees.
There is a list of awards and recognition programs on the main website, including "The Humanitarian Award," "The Five Star," "Bravo Zulu," and "Purple Promise" (FedEx, 2019). A five-star rating is the highest you can achieve at FedEx. The manager gives the staff theater tickets and quick cash bonuses in the form of Bravo Zulu. Pilots, couriers, customer service representatives, and meteorologists are among those who benefit from the "purple promise.
FedEx, UPS, and DHL are three major global shipping companies. FedEx was founded in 1971 and has since grown through acquisitions and strategic expansions to offer various transportation services through subsidiaries around the world. UPS was founded in 1907 as a small messenger service and is now the world's largest parcel delivery company. Airborne Express also operates in the express shipping industry and faces medium to high barriers to entry due to large capital requirements and network effects enjoyed by major competitors.
A project on service standard of fedex corporationBhavin Agrawal
Grand Project on service standard of fedex corporation in which primary and secondary data are used to know about how much customer are satisfied by service standard of fedex. A detailed analysis had been done.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
The document is a case analysis report prepared by a group of students for their Corporate Finance course. It provides an introduction to FedEx Corporation and United Parcel Service (UPS), describing their histories, operations, and financial profiles in 2003. It then poses 5 questions for analysis related to how the companies' stock prices and financial performance were impacted by a 2004 air transportation agreement between the US and China that expanded cargo flight access. The students proceed to answer each question by comparing key financial metrics and analyzing factors that influenced FedEx and UPS's relative positions in the market.
Comparative Analysis of Operational Work Aspects of FedEx-USA and Blue Dart-I...siva prasad
In this project i have compared two logistic company's one is FedEx from USA and Bluedart from India where i have compared the operational aspects of both the companies, the marketing mix strategies of both the companies and a SWOT analysis with STP analysis.
FedEx is a global courier delivery services company founded in 1971 with over 300,000 employees. It has a network in over 220 countries and is known for its reliable delivery services and use of technology. FedEx spends heavily on marketing through commercial ads, sponsorships, and political lobbying to promote its brand and services. Its logo features the company name in different colors to represent each division.
This document provides an analysis of FedEx Corporation, including its mission, vision, strategies, and corporate social responsibility initiatives. It summarizes the company's financial performance and operating segments. Appendices include financial ratio analyses and strategic matrices assessing FedEx's internal strengths and weaknesses as well as external opportunities and threats.
This document provides an analysis of FedEx Corporation, including its mission, vision, strategies, CSR initiatives, and SWOT analysis. Some key points:
- FedEx's mission is to produce superior returns for shareholders by providing high value logistics services globally while maintaining high ethical standards.
- Its vision focuses on how its global transportation network connects the world and improves lives.
- Strategies include growing its core package business, expanding internationally, growing supply chain capabilities, and leveraging e-commerce and technology.
- CSR initiatives center around environmental sustainability, disaster relief, road safety, and community support through education and health programs.
- A SWOT analysis identifies strengths like brand equity and technology infrastructure
This document provides an overview and analysis of FedEx Corporation, including its mission, vision, strategies, financial performance, and corporate social responsibility initiatives. It analyzes FedEx's business segments, objectives to achieve 10% operating margin and increase earnings per share by 10-15% annually. The document also summarizes FedEx's strategies to grow its core business, expand internationally, strengthen its supply chain, and leverage e-commerce and technology.
FedEx introduced a new information service called SenseAware, which combines GPS tracking with an online collaboration platform. The solution provides near real-time shipment visibility and insights. It allows customers to easily collaborate using sensor data. FedEx aims to serve customers who need visibility into shipments and help business decision makers. Previously, FedEx acquired Kinko's for $2.4 billion, rebranding it as FedEx Kinko's and later FedEx Office. It offers printing, shipping, and business services across several countries. FedEx Office's main competitors include UPS Store, OfficeMax, Staples, and others providing similar services.
Similar to CH. 13 organizational structure and culture knowledge obje (20)
Chapter 1 Overview of geneticsQUESTIONS FOR RESEARCH AND DISCUSSMaximaSheffield592
Chapter 1 Overview of genetics
QUESTIONS FOR RESEARCH AND DISCUSSION
7. What criteria would you use to determine whether synesthesia is a disorder or a variation of normal sensation and perception?
8. Why do you think that synesthesia is more common today than it was 20 years ago?
9. Why might it be possible for infants to have synesthesia, but the ability is gradually lost?
10. Would you want to take a genetic test for synesthesia? Cite a reason for your answer.
11. Do you think that synesthesia should be regarded as a learning disability, an advantage, or neither?
Chapter 2 Cells
10. Historical references as well as current anecdotal reports suggest that under very unusual circumstances, males can breastfeed. The Talmud, a book of Jewish law, discusses a man whose wife died and who had no money to pay a wet nurse (a woman who breastfeeds another woman’s child). He was able to nourish the child with his own body. The writings of other religions report similar tales. In agriculture, male goats can receive hormonal treatments and make milk. Do you think that it is possible for a human male to breastfeed, and if so, what conditions must be provided to coax his body to produce and secrete milk?
12. Compare the roles of mitosis and apoptosis in remodeling Sheila’s breast from a fatty sac to an active milk gland.
You are to prepare 16 slides PowerPoints of health care system in Cuba. Rubric includes: type of Government Demographics Population, type of health care system currently in place, History of the health care system, including changes and recent developments, How is the delivery system organized and financed? Who is covered and how is insurance financed? What is covered? What is the role of government? What are the key entities for health system governance? World Health Organization rankings in major indices of health (infant mortality, life expectancy, etc.). Strengths and weaknesses of the system. Popularity of system among citizens. (5-6) reputable and current sources (within 5 years).
CHAPTER 1 Overview of Genetics
Senses Working Overtime Eighteen-year-old Sean Maxwell has always perceived the world in an unusual way. To most people, color is a characteristic of an object—a cherry is red; a hippo, gray. To Sean, colors are much more. When he plays a note on his guitar, or hears it from another instrument, a distinctively colored shape pops into his mind. His brain, while perceiving the note as an E flat or a C sharp, creates an overwhelming feeling of iridescent orange-yellow diamonds, or a single, shimmering sky blue crescent. Soaring crescendos of sound become detailed landscapes, peppered with alternating black and white imagery that parallels the staccato notes. These images flash by his consciousness in such rapid succession that he is barely aware of them, yet they seem to burst through his fingers in the patterns of notes that he plays. Sean has experienced these peculiar specific sound-color-shape associations for as ...
Chapter 1 OutlineI. Thinking About DevelopmentA. What Is HumMaximaSheffield592
Chapter 1 Outline
I. Thinking About Development
A. What Is Human Development?
1. Human development is the multidisciplinary study of how people change and how they remain the same over time.
2. The science of human development (1) reflects the complexity and uniqueness of each person and their experiences, (2) seeks to understand commonalities and patterns across people, (3) is firmly grounded in theory, and (4) seeks to understand human behavior.
B. Recurring Issues in Human Development: Three fundamental issues dominate the study of human development.
1. Nature Versus Nurture is the degree to which genetic influences (nature) or experiential/environmental influences (nurture) determine the kind of person you are. Despite the ongoing debate as to which influence is greater, theorists and researchers recognize that development is always shaped by both—nature and nurture are mutually interactive influences.
2. Continuity Versus Discontinuity focuses on whether a particular developmental phenomenon represents a smooth progression throughout the life span (continuity) or a series of abrupt shifts (discontinuity).
3. Universal Versus Context-Specific Development focuses on whether there is just one path of development or several. In other words, does development follow the same general path in all people, or is it fundamentally different, depending on the sociocultural context?
C. Basic Forces in Human Development: The Biopsychosocial Framework. This framework emphasizes that these four forces are mutually interactive and that development cannot be understood by examining them in isolation. By combining the four developmental forces, we have a view of human development that encompasses the life span, yet appreciates the unique aspects of each phase of life.
1. Biological forces include genetic and health-related factors that affect development. Some biological forces, such as puberty and menopause, are universal and affect people across generations, whereas others, such as diet or disease, affect people in specific generations or occur in a small number of people.
2. Psychological forces include all internal perceptual, cognitive, emotional, and personality factors that affect development. Psychological forces are the ones used most often to describe the characteristics of a person and have received the most attention.
3. Sociocultural forces include interpersonal, societal, cultural, and ethnic factors that affect development. Culture refers to the knowledge, attitudes, and behaviors associated with a group of people. Overall, sociocultural forces provide the context or backdrop for development. Consequently, there is a need for research on different cultural groups. Another practical problem is how to describe racial and ethnic groups.
4. Life-cycle forces reflect differences in how the same event affects people of different ages. The influence of life-cycle forces reflects the influences of biological, psychological, and sociocultural force ...
Chapter 1 Juvenile Justice Myths and RealitiesMyths and RealiMaximaSheffield592
Chapter 1 Juvenile Justice: Myths and RealitiesMyths and Realities
It’s only me.” These were the tragic words spoken by Charles “Andy” Williams as the San Diego Sheriff’s Department SWAT team closed in
on the frail high school sophomore who had just turned 15 years old. Williams had just shot a number of his classmates at Santana High
School, killing two and wounding 13. This was another in a series of school shootings that shocked the nation; however, the young Mr.
Williams did not fit the stereotype of the “superpredator” that has had an undue influence on juvenile justice policy for decades. There have
been other very high-profile cases involving children and teens that have generated a vigorous international debate on needed changes in the
system of justice as applied to young people.
In Birmingham, Alabama, an 8-year-old boy was charged with “viciously” attacking a toddler, Kelci Lewis, and murdering her (Binder, 2015).
The law enforcement officials announced their intent to prosecute the boy as an adult. The accused perpetrator would be among the youngest
criminal court victims in U.S. history. The 8-year-old became angry and violent, and beat the toddler because she would not stop crying. Kelci
suffered severe head trauma and injuries to major internal organs. The victim’s mother, Katerra Lewis, left the two children alone so that she
could attend a local nightclub. There were six other children under the age of 8 also left alone in the house. Within days, the mother was
arrested and charged with manslaughter and released on a $15,000 bond after being in custody for less than 90 minutes. The 8-year-old was
held by the Alabama Department of Human Services pending his adjudication.
A very disturbing video showed a Richland County, South Carolina, deputy sheriff grab a 16-year-old African American teen by her hair,
flipping her out her chair and tossing her across the classroom. The officer wrapped his forearm around her neck and then handcuffed her. It is
alleged that the teen refused to surrender her phone to the deputy. She received multiple injuries from the encounter. The classroom teacher and
a vice principal said that they believed the police response was “appropriate.” The deputy was suspended and subsequently fired after the
Richland County Sheriff reviewed the video. There is a civil suit against the school district and the sheriff’s department for the injuries that
were sustained (Strehike, 2015).
One of the highest profile cases involving juvenile offenders was known as the New York Central Park jogger case (Burns, 2011; Gray, 2013).
In 1989 a young female investment banker was raped, attacked, and left in a coma. The horrendous crime captured worldwide attention.
Initially, 11 young people were arrested and five confessed to the crimes. These five juvenile males, four African American and one Latino,
were convicted for a range of crimes including assault, robbery, rape, and attempted murder. There were two separate jury t ...
CHAPTER 1 Philosophy as a Basis for Curriculum DecisioMaximaSheffield592
CHAPTER
1
Philosophy as a Basis for
Curriculum Decisions
ALLAN C. ORNSTEIN
FOCUSING QUESTIONS . . d implementation of curriculum?
hil h uide the orgaruzation an
1. How does p osop y g 1 d that shape a person's philosophy of
2. What are the sources of know e ge
curriculum? d that shape your philosophical view of 1
What are the sources of know e ge3.
curriculum? · diff
. d ends of education er.
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4. How do the auns, means, an_ . at must be determined before we can
What is the major philosop~cal is~ue th
5. define a philosophy of curncul~- hil hies that have influenced curriculum
What are the four major educational p osop .6.
in the United States?
7. What is your philosophy of curriculum?
P
d still do have an impact on schools and
hilosophic issues always h~ve had ~ hools are changing fundamental~y and
society. Contemporary society ~d its :cThere is a special urgency that dictate~
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continuous appraisal and reappraisal of th directionless in the whats and hows of
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organizing and implementing what we ar~ t determines, our educational decisions,
of education influences, and to a large ex en
choices, and alternatives.
PHILOSOPHY AND CURRICULUM . 1· ts with a framework for
. 11 curriculum specia is , h
Philosophy provides educators, espect i{e1 s them answer questions about what t e
organizing schools and classrooms. t f 1 how students learn, and what methods
school's purpose is, what subjects are: va;~ with a framework for broad issues and
and materials to use. Philosophy provi es e
CHAPTER ONE Philosophy as a Basis for Curriculum Decisions 3
tasks, such as determining the goals of edu and activities, and dealing with verbal traps
cation, subject content and its organization, (what we see versus what is read). Curricu
the process of teaching and learning, and, in lum theorists, they point out, often fail to rec
general, what experiences and activities to ognize both how important philosophy is to
stress in schools and classrooms. It also pro developing curriculum and how it influences
vides educators with a basis for making such aspects of curriculum.
decisions as what workbooks, textbooks, or
other cognitive and noncognitive activities to
Philosophy and the Curriculum Sp
utilize and how to utilize them, what and
how much homework to assign, how to test The philosophy of curriculum sp
students and how to use the test results, and reflects their life experiences, comma
what courses or subject matter to emphasize. social and economic background, ed
The importance of philosophy in deter and general beliefs about people. f._•• .....u
mining curriculum decisions is expressed vidual's philosophy evolves and continues
well by the classic statement of Thomas to evolve as long as there is personal growth,
Hopkins (1941): "Philosop ...
Chapter 1 Introduction Criterion• Introduction – states general MaximaSheffield592
Chapter 1 Introduction Criterion
• Introduction – states general nature of problem
• Identifies project as quality or leadership focused project
• Background – briefly describes general context of the topic
• Statement of the problem – ‘Therefore the problem/topic addressed in this study is…’
• Purpose of the study – describes specific objectives of the study, related to the problem described above.
• Rationale – Ties together the identified problem, the purpose/goal of the study, and identifies how the writer intends the results will be used to accomplish identified goals.
• Research questions – lists 2-4 specific research questions/objectives for the study.
• Nature of the study – identifies method of study to be used (descriptive, relational, causal, exploratory, or predictive}
• Significance of the study – personal, professional, and/or research.
• Definition of terms
• Assumptions and Limitations
Writing the Personal Statement
The personal statement is an important document in your application packet. Admissions committees not only read them, they remember the memorable ones! A strong personal statement can be make-or-break for your application process.
What is it? It’s a combination of things:
· It is a business document: you are selling yourself, and need to know how to do so persuasively.
· It is an argument: you are showing the reader that they need and want you in their
program, but rather than convince with reasons, you are often arguing using narrative.
· It is an assignment, and your target audience is looking for you to show them that you know how to give what is asked for.
Consider your audience. Beware of Web sites and other sources that simply tell you to “tell your story.” Which story will you choose and for which purpose?
Medical and Law Schools
Science Programs
Humanities MA Programs
Humanities PhD Programs
Diplomatic
Service Scholarships
Want to know
Want to know
Want to see that
Want to know
Want to know
you as a person
your work as a
you are
how you will
you as a person
researcher and
interested in
succeed both in
your work ethic
further study and
and beyond the
know your long-
program
term goals
Remember that your resume tells them that you can do good undergraduate or graduate work. Now they need to know that they are choosing a winner, one who can perform at a higher level and will finish!
Five Standard Topics:
1. your motivation for your career
2. the influence of your family or early experiences
3. the influence of extracurricular, work, or volunteer experiences
4. your long-term goals
5. your personal philosophy
Activity One:
Below is a list of attributes that applicants to professional programs highlight in their personal statements. On the right is a list of indications of the attribute. Read through the list and
· Check off those attributes you want to highlight.
· List possible stories you can tell about yourself, your family, your extracurricular activities, your goals, or your personal ph ...
Chapter 1 IntroductionThis research paper seeks to examine the reMaximaSheffield592
Chapter 1: Introduction
This research paper seeks to examine the relationship between strategic performance and appraisal systems in contemporary organizations. Strategic management in organizations refers to setting goals, procedures, and objectives to gain a competitive advantage. The strategies aim at making businesses distinct from their competitors while attracting consumers to the market. Stakeholders in business entities use strategic management approaches to execute short- and long-term organizational projects. Some strategies include innovation, product segmentation, and corporate social responsibility. On the other hand, a performance appraisal system refers to identifying, evaluating, and developing the work performance of employees to aid in the process of achieving the organization's goals and processes. The organization has to track the performance progress of each employee to keep them accountable for their roles at the workplace.
The definition of the appraisal system and strategic management incorporates objectives and goals. Consequently, the purpose of both strategic management and performance appraisal is to deliver the existing objectives and stay ahead of competitors. The performance appraisal system denotes the type of assessment used by an organization to measure performance. There are different assessment methods. One of the evaluation techniques is straight ranking appraisal where employees are ranked from the best performers to poor performers. Another assessment criterion is grading where employees are assigned specific grades for their performance in different areas. There is also the management-by-objective method of review. The employees and managers set goals under the approach and measure them at the end of the agreed time. Organizations may also assess their employees based on their behaviors and conduct at the workplace. Lastly, organizations can adopt a 360-degree assessment method where employees and managers are assessed. Organizations use one or a combination of the frameworks to evaluate the employees with a view of improving performance.
The purpose of this study is to examine the relationship between strategic management and performance appraisal systems. The study will evaluate whether managers consider their strategies when selecting the appraisal system or consider other factors. Also, the study will assess the implications of selecting an appraisal system based on the existing strategies in different organizations and the impacts of ignoring organizational strategies when deciding on the performance of the appraisal system. The findings will be crucial in the organizational and human resource management field setting the stage for further research.
Statement of Problem
A brief literature review reveals that there is little to no information on balancing between appraisal systems and organizational strategies. Most researchers in the field tend to focus on how appraisal systems boost organizatio ...
Chapter 1 Introduction to Career Development in the Global EconoMaximaSheffield592
Chapter 1: Introduction to Career Development in the Global Economy and Its Role in Social Justice
Things to Remember
· The reality of the global economy and its implications for employment in the United States
· Why the need for career development services may be at its highest level in half a century
· The language of career development The reasons that careers and career development are important in the fight for social justice
· The major events in the history of career development
History of Vocational Guidance and Career Development
As will be discussed later in this chapter, there are currently calls for the adoption of a new paradigm for the theory and practice of career counseling and career development services that focuses on both individuals and the social contexts in which they function. These ideas are not new, but throughout much of the twentieth century they were neglected. The call for understanding the individual and how he or she is influenced by his or her context is a century-old echo of the voices of the social reformers who founded the vocational guidance movement in education, business, industry, and elsewhere. Reformers in Boston, Massachusetts; San Francisco, California; and Grand Rapids, Michigan, focused on immigrants from Europe who came to the United States by the tens of thousands; high school dropouts who were unprepared for the changing workplace; oppression in the workplace; substandard public schools; and the need to apply scientific principles to career planning and vocational education. It is the latter idea, the focus on scientific principles that has received the most criticism, along with the failure to adequately address multicultural issues. Currently, some career development specialists are urging practitioners to abandon theories and strategies rooted in modern philosophies in favor of those rooted in postmodernism.
Looking backward to 1913 and earlier, it is worth noting that social reformers formed the National Society for the Promotion of Industrial Education (NSPIE) in 1906, which became the parent organization of the National Vocational Guidance Association (NVGA) in 1913. These reformers were advocates for vocational education, and they carried their fight to state legislators, to the National Education Association, and beyond. One of NSPIE’s achievements was drafting and successfully lobbying for the passage of the Smith–Hughes act in 1917, legislation that laid the foundation for land grant universities and vocational education in public schools (Stephens, 1970).
These earlier reformers were advocates. One mechanism they used to initiate local reforms was the settlement house, which was a place in a working-class neighborhood that housed researchers who studied people’s lives and problems in that neighborhood. In 1901, Frank Parsons founded the Civic Service House in Boston’s North End, and in 1908, the Vocation Bureau, an adjunct of the Boston Civic Service House, was opened. Leader ...
Chapter 1 Goals and Governance of the CorporationChapter 1 LeMaximaSheffield592
Chapter 1: Goals and Governance of the Corporation
Chapter 1 Learning Objectives
1. Give examples of the investment and financing decisions that financial managers make.
2. Distinguish between real and financial assets.
3. Cite some of the advantages and disadvantages of organizing a business as a corporation.
4. Describe the responsibilities of the CFO, treasurer, and controller.
5. Explain why maximizing market value is the logical financial goal of the corporation.
6. Explain why value maximization is not inconsistent with ethical behavior.
7. Explain how corporations mitigate conflicts and encourage cooperative behavior.
Goals and Governance of the Corporation
This chapter introduces the corporation, its goals, and the roles of financial managers.
Chapter 1 Outline
· Investment and Financing Decisions
· The Corporation
· The Financial Managers
· Goals of the Corporation
· Value Maximization
· Corporate Governance
Note: What are the primary differences among the various legal forms of business?
Investment and Financing Decisions
· The Investment Decision
· Real Assets
· The Financial Assets
· Financial Assets
The Investment Decision– Decision to invest in tangible or intangible assets.
Also known as the “capital budgeting” or “CAPEX” decision.
The Financing Decision– The form and amount of financing of a firm’s investments.
Real Assets– Assets used to produce goods and services.
Financial Assets– Financial claims to the income generated by the firm’s real assets.
Are the following capital budgeting or financing decisions?
· Apple decides to spend $500 million to develop a new iPhone.
· GE borrows $400 million from bond investors.
· Microsoft issues 100 million shares to buy a small technology company.
· When Apple spends $500 million to develop a new iPhone it is investing in real assets and is making a capital budgeting decision.
· When GE borrows $400 million from bond investors it is investing in financial assets and is making a financing decision.
· When Microsoft issues 100 million shares to buy a smaller company it is investing in both financial and real assets. It is making both a capital budgeting and financing decision.
What is a Corporation?
· Corporation-A business organized as a separate legal entity owned by stockholders.
· Types of Corporations:
· Public Corporations
· Private Corporations
Corporation – A business organized as a separate legal entity owned by stockholders.
Public Company – A corporation whose shares are traded in public markets such as the New York Stock Exchange or NASDAQ.
Private Corporation – A corporation whose shares are not traded publicly.
Benefits of the Corporation
· Limited liability
· Infinite lifespan
· Ease of raising capital
Limited Liability – The owners of a corporation are not personally liable for its obligation.
Drawbacks of the Corporation
· Corporation face the problem of double taxation
· Improper corporate structures may lead to “Agency Problem”
Double Taxation– Corpor ...
Chapter 1 Adjusting to Modern Life EXERCISE 1.1 Self-AssessmMaximaSheffield592
Chapter 1 Adjusting to Modern Life
EXERCISE 1.1 Self-Assessment: Narcissistic Personality Inventory
Instructions
Read each pair of statements below and place an "X" by the one that comes closest to describing your
feelings and beliefs about yourself. You may feel that neither statement describes you well, but pick the
one that comes closest. Please complete all pairs.
The Scale
1. _A. I have a natural talent for influencing people.
_B. I am not good at influencing people.
2. _A. Modesty doesn't become me.
_B. I am essentially a modest person.
3. _A. I would do almost anything on a dare.
_B. I tend to be a fairly cautious person.
4. _A. When people compliment me I sometimes get
embarrassed.
B. I know that I am good because everybody keeps telling
me so.
5. _A. The thought of ruling the world frightens the hell out
of me.
_B. If I ruled the world it would be a better place.
6. A. I can usually talk my way out of anything.
_B. I try to accept the consequences of my behavior.
7. A. I prefer to blend in with the crowd.
B. I like to be the center of attention.
8. A. I will be a success.
B. I am not too concerned about success.
9. A. I am no better or worse than most people.
_B. I think I am a special person.
10. A. I am not sure if I would make a good leader.
B. I see myself as a good leader.
11. A. I am assertive.
B. I wish I were more assertive.
12. _A. I like to have authority over other people.
_B. I don't mind following orders.
13. _A. I find it easy to manipulate people.
B. I don't like it when I find myself manipulating people.
14. _A. I insist upon getting the respect that is due me.
_B. I usually get the respect that I deserve.
15. _A. I don't particularly like to show off my body.
_B. I like to show off my body.
16. _A. I can read people like a book.
_B. People are sometimes hard to understand.
17. _A. If I feel competent I am willing to take responsibility for
making decisions.
_B. I like to take responsibility for making decisions.
18. _A. I just want to be reasonably happy.
_B. I want to amount to something in the eyes of the world.
19. _A. My body is nothing special.
_B. I like to look at my body.
20. _A. I try not to be a show off.
_B. I will usually show off if I get the chance.
21. _A. I always know what I am doing.
_B. Sometimes I am not sure of what I am doing.
22. _A. I sometimes depend on people to get things done.
B. I rarely depend on anyone else to get things done.
23. _A. Sometimes I tell good stories.
_B. Everybody likes to hear my stories.
24. _A. I expect a great deal from other people.
B. I like to do things for other people.
25. A. I will never be satisfied until I get all that I deserve.
_B. I take my satisfactions as they come.
26. _A. Compliments embarrass me.
_B. I like to be complimented.
27. _A. I have a strong will to power.
B. Power for its own sake doesn't interest me.
28. A. I don't care about new fads and fashion ...
Chapter 1 The Americas, Europe, and Africa Before 1492 MaximaSheffield592
Chapter 1 | The Americas, Europe, and Africa Before 1492
CHAPTER 1
The Americas, Europe, and Africa Before 1492
Chapter Outline
1.1 The Americas
1.2 Europe on the Brink of Change
1.3 West Africa and the Role of Slavery
Introduction
Globalization, the ever-increasing interconnectedness of the world, is not a new phenomenon,
but it accelerated when western Europeans discovered the riches of the East. During the
Crusades (1095–1291), Europeans developed an appetite for spices, silk, porcelain, sugar, and
other luxury items from the East, for which they traded fur, timber, and Slavic people they
captured and sold (hence the word slave). But when the Silk Road, the long overland trading
route from China to the Mediterranean, became costlier and more dangerous to travel, Europeans
searched for a more efficient and inexpensive trade route over water, initiating the development
of what we now call the Atlantic World.
In pursuit of commerce in Asia, fifteenth-century traders unexpectedly encountered a “New
World” populated by millions and home to sophisticated and numerous peoples. Mistakenly
believing they had reached the East Indies, these early explorers called its inhabitants Indians.
West Africa, a diverse and culturally rich area, soon entered the stage as other nations exploited
its slave trade and brought its peoples to the New World in chains. Although Europeans would
come to dominate the New World, they could not have done so without Africans and native
peoples.
1.1 The Americas
By the end of this section, you will be able to:
● Locate on a map the major American civilizations before the arrival of the Spanish
● Discuss the cultural achievements of these civilizations
● Discuss the differences and similarities between lifestyles, religious practices, and
customs among the native peoples
Chapter 1 | The Americas, Europe, and Africa Before 1492
Between nine and fifteen thousand years ago, some scholars believe that a land bridge existed
between Asia and North America that we now call Beringia . The first inhabitants of what would
be named the Americas migrated across this bridge in search of food. When the glaciers melted,
water engulfed Beringia, and the Bering Strait was formed. Later settlers came by boat across the
narrow strait. (The fact that Asians and American Indians share genetic markers on a Y
chromosome lends credibility to this migration theory.) Continually moving southward, the
settlers eventually populated both North and South America, creating unique cultures that ranged
from the highly complex and urban Aztec civilization in what is now Mexico City to the
woodland tribes of eastern North America. Recent research along the west coast of South
America suggests that migrant populations may have traveled down this coast by water as well
as by land.
Researchers believe that about ten thousand years ago, humans also began the domestication of
plants and animals, a ...
Chapter 1 - Overview Gang Growth and Migration Studies v AMaximaSheffield592
Chapter 1 - Overview
Gang Growth and Migration Studies
v A
Now we will examine the problems and issues of not having a nationally accepted definition for a street gang. We will also examine mechanisms that influence gang migration and growth. After reading this section you will also understand that there are sub-populations within the general gang population.
Two of the most frequently asked questions about the gang sub-culture are: Why do gangs grow? Why do gangs migrate? Some law enforcement officials, politicians, educators and parents might suggest and believe that youth in their city are only “imitating” tougher L.A. street gangs or that the gang problem in their jurisdiction is result of migrating gang members from Los Angeles or Chicago. You will hear the terms “wanna be” or “street comer groups” or “misguided youth” used to describe the groups and you can be given a number of reasons why the groups in these areas are not gangs. You might also hear comments suggesting that gang imitation and migration are the reasons why street gangs have now been reported in all 50 states.
Gang Definition
There is another issue here that has to be addressed before the questions can be asked. It is accepting a standard to measure gang growth and migration. That standard is the definition of a street gang. Developing and then using a nationally accepted definition for a street gang becomes the fundamental basis to build examination of growth and migration. Having a standard definition becomes the fundamental building block to answer the two questions.
Studying gang growth is a little more complicated than just surveying cities for data. Without a standard gang definition to identify a gang, any official findings could be biased and misleading. Any responding jurisdiction could potentially use a different definition to identify the gangs in their area. Often, law enforcers, the public, educators and politicians use a penal code gang based definitions of a criminal street gang as a general working definition for a street gang. If the gang does fit within this legal definition used for penalty enhancement only, then the group is not reported as a gang according to this philosophy. The jurisdiction has no gangs. You can clearly see the issue here.
This will certainly lead to under reporting the number and types of street gangs present. Using a legal based definition of a street gang is appropriate from a prosecutor’s point of view. Unfortunately, too many communities, politicians, educators, parents and law enforcement officials use this philosophy. This way of thinking will only reinforce denial and delay the identification and treatment of the gang-community issue.
Many states now have gang enhancement laws similar to California Penal Code Section 186.22. In California this law is commonly known as the STEP Act. It outlines a legal definition for a violent criminal street gang. That definition is used to qualify a defendant(s) for sentencing
46
...
Chapter 06 Video Case - Theo Chocolate CompanyVideo TranscriptMaximaSheffield592
Chapter 06: Video Case - Theo Chocolate Company
Video Transcript:
>> It's rich, it's velvety, it's almost sinful. But creating the perfect bar at this Seattle chocolate factory is about more than just the ingredients on the wrapper.
>> I feel that everybody in the whole supply chain, all he way back to the farmers, should be better off as a result of this delicious food that we use to share with the people we love.
>> So these are these are the beans.
>> These are the beans; this is cacao.
>> At Theo Chocolate, owner Joe Whinney pays farmers two to three times more than the going rate to buy this cacao from the Democratic Republic of Congo, or DRC.
>> Where does cocoa come from? It's coming from farmers in Africa, and in Indonesia, and in Central and South America.
>> Whinney believes that Americans will be willing to pay more for chocolate if they know that, in turn, impoverished farmers will earn more.
>> Of all places, why Congo
>> Why Congo? Well, it was really Ben Affleck's fault.
>> Yes. That Ben Affleck.
>> Like this?
>> Like -- yeah. See that's really well fermented, this isn't.
>> Earlier this year, we joined Ben Affleck and Joe Whinney on a trip to the DRC. Cacao can only grow within a narrow climate zone close to the equator. In 2009, Affleck started a charity called Eastern Congo Initiative to spur economic development in this war-torn region. Five million people have died here due to decades of conflict.
>> As I was reading and I just sort of stumbled upon some of the statistics, and I was struck not only by the numbers, but by the fact that, you know, I hadn't heard about it.
>> So Affleck decided to use his celebrity as a sort of currency to attract investment. He led a small group of philanthropists, protected by armed guards, through jungles where cacao trees thrived and farmers struggled.
>> The cocoa industry here has potential if the value can be increased.
>> For the last two years, Affleck's Eastern Congo Initiative has worked with Whinney and local groups to train farmers to improve the crop. Cacao grows in these greenish-yellow pods that are cracked open to harvest. It's quite slimy, huh?
>> It is. But when you suck on it, it's absolutely delicious.
>> It doesn't taste like chocolate at all.
>> Not at all, does it.
>> It tastes like passion fruit or something.
>> Theo Chocolate has now committed to buy 340 tons of cacao from the DRC --
>> This is really good quality.
>> -- creating a dependable export market.
>> We have brought these people together. They're selling to a chocolate company in the United States. Those markets had been completely closed off to them in the past. And it's not just aid, it's investment.
>> We have security guards around us. There have been attacks recently. This is a tough place to do business.
>> It is, but that's also a place that really needs this kind of business.
>> Business in Seattle is a little sweeter these days. Theo is raising money for charity with its $5 Congo ...
Chapter 08 Motor Behavior
8
Motor Behavior
Katherine T. Thomas and Jerry R. Thomas
C H A P T E R
What Is Motor Behavior?The study of how motor skills are learned, controlled, and developed across the lifespan. Applications often focus on what, how, and how much to practice.Motor behavior guides us in providing better situations for learning and practice, including the selection of effective of cues and feedback.
(continued)
(continued)
What Is Motor Behavior? (continued)Valuable to performers and those who teach motor skills (e.g. physical education teachers, adapted physical educators, gerontologists, physical therapists and coaches)
Figure 8.1
Chapter 8 - Hoffman (2005)
*
What Does a Motor Behaviorist Do?Colleges or universitiesTeachingResearchService
Other research facilities: hospitals, industrial, militaryResearch with applications related to settingGrant writing
Chapter 8 - Hoffman (2005)
*
Goals of Motor BehaviorTo understand how motor skills are learnedTo understand how motor skills are controlledTo understand how the learning and control of motor skills change across the life spanThree subdisciplinesMotor learningMotor controlMotor development
Chapter 8 - Hoffman (2005)
*
Three Subdisciplines of Motor BehaviorMotor LearningMotor ControlMotor Development
Goals of Motor LearningTo explain how processes such as feedback and practice improve the learning and performance of motor skillsTo explain how response selection and response execution become more efficient and effective
Chapter 8 - Hoffman (2005)
*
Goals of Motor ControlTo analyze how the mechanisms in response selection and response execution control the body’s movementTo explain how environmental and individual factors affect the mechanisms of response selection and response execution
Chapter 8 - Hoffman (2005)
*
To explain how motor learning and control improve during childhood and adolescenceTo explain how motor learning and control deteriorate with aging
Goals of Motor Development
Chapter 8 - Hoffman (2005)
*
Motor Movements Studied Beyond SportBabies learning to use a fork and spoonDentists learning to control the drill while looking in a mirrorSurgeons controlling a scalpel; microsurgeons using a laser Children learning to ride a bicycle or to roller skate
(continued)
Chapter 8 - Hoffman (2005)
*
Motor Movements Studied Beyond Sport (continued)Teenagers learning to driveDancers performing choreographed movementsPilots learning to control an airplaneYoung children learning to control a pencil when writing or learning to type on a computer
Chapter 8 - Hoffman (2005)
*
History of Motor Behavior
Five themes have persisted over the years in motor behavior research
Knowledge of results (feedback)
Distribution of practice
Transfer of training
Retention
Individual differences
(continued)
Chapter 8 - Hoffman (2005)
*
Late 1800s and early 1900s: Motor skills to understand cognition and neura ...
Changes in APA Writing Style 6th Edition (2006) to 7th Edition OMaximaSheffield592
Changes in APA Writing Style 6th Edition (2006) to 7th Edition OCT 2019 according to Streefkerk, 2019.
References and in-text citations in APA Style
When it comes to citing sources, more guidelines have been added that make citing online sources easier and clearer. The biggest changes in the 7th edition are:
1. The publisher location is no longer included in the reference.
Covey, S. R. (2013). The 7 habits of highly effective people: Powerful lessons in personal change. New York, NY: Simon & Schuster.
Covey, S. R. (2013). The 7 habits of highly effective people: Powerful lessons in personal change. Simon & Schuster.
2. The in-text citation for works with three or more authors is now shortened right from the first citation. You only include the first author’s name and “et al.”.
(Taylor, Kotler, Johnson, & Parker, 2018)
(Taylor et al., 2018)
3. Surnames and initials for up to 20 authors (instead of 7) should be provided in the reference list.
Miller, T. C., Brown, M. J., Wilson, G. L., Evans, B. B., Kelly, R. S., Turner, S. T., … Lee, L. H. (2018).
Miller, T. C., Brown, M. J., Wilson, G. L., Evans, B. B., Kelly, R. S., Turner, S. T., Lewis, F., Lee, L. H., Cox, G., Harris, H. L., Martin, P., Gonzalez, W. L., Hughes, W., Carter, D., Campbell, C., Baker, A. B., Flores, T., Gray, W. E., Green, G., … Nelson, T. P. (2018).
4. DOIs are formatted the same as URLs. The label “DOI:” is no longer necessary.
doi: 10.1080/02626667.2018.1560449
https://doi.org/10.1080/02626667.2018.1560449
5. URLs are no longer preceded by “Retrieved from,” unless a retrieval date is needed. The website name is included (unless it’s the same as the author), and web page titles are italicized.
Walker, A. (2019, November 14). Germany avoids recession but growth remains weak. Retrieved from https://www.bbc.com/news/business-50419127
Walker, A. (2019, November 14). Germany avoids recession but growth remains weak. BBC News. https://www.bbc.com/news/business-50419127
6. For ebooks, the format, platform, or device (e.g. Kindle) is no longer included in the reference, and the publisher is included.
Brück, M. (2009). Women in early British and Irish astronomy: Stars and satellites [Kindle version]. https:/doi.org/10.1007/978-90-481-2473-2
Brück, M. (2009). Women in early British and Irish astronomy: Stars and satellites. Springer Nature. https:/doi.org/10.1007/978-90-481-2473-2
7. Clear guidelines are provided for including contributors other than authors and editors. For example, when citing a podcast episode, the host of the episode should be included; for a TV series episode, the writer and director of that episode are cited.
8. Dozens of examples are included for online source types such as podcast episodes, social media posts, and YouTube videos. The use of emojis and hashtags is also explained.
Inclusive and bias-free language
Writing inclusively and without bias is the new standard, and APA’s new publication manual contains a separate chapter on this topi ...
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Constructing Your Course Container for Effective Communication
CH. 13 organizational structure and culture knowledge obje
1. CH. 13 organizational structure and culture
? knowledge objectives After reading this chapter, you should
be able to:
1. Define key elements of organizational structure, including
both structural and structuring dimensions.
2. Explain how corporate and business strategies relate to
structure.
3. Explain how environment, technology, and size relate to
structure.
4. Define organizational culture, and discuss the competing
values cultural framework.
5. Discuss socialization.
6. Describe cultural audits and subcultures.
7. Explain the importance of a fit between individual values and
organizational culture.
exploring behavior in action
Growth and Structure Provide an Integrated Portfolio of
Services at FedEx
Many companies have goals designed to achieve growth and
diversification of the markets they serve, both product and
geographical. These long-term goals are often maintained even
during economic recessions such as that experienced at the end
of the first decade of the twenty-first century. Growth can be
achieved by developing new products and services internally or
by acquiring other organizations. Growth by external
acquisition has been popular because it is often a faster and less
risky means of achieving the desired growth. FedEx’s corporate
strategy involved both of these approaches.
In 1971, Federal Express Corporation was founded in Little
2. Rock, Arkansas. Early in its history, FedEx used internal
development to achieve rapid growth. By 1983, Federal Express
had achieved $1 billion in revenue; it made its first acquisition
in 1984, Gelco Express International, launching its operations
in the Asia Pacific region. Five years later,
Federal Express purchased Flying Tigers to expand its
international presence. That same year, Roberts Express (now
FedEx Custom Critical) began providing services to Europe. In
1995, FedEx acquired air routes from Evergreen International
with authority to serve China and opened an Asia Pacific Hub in
Subic Bay, Philippines, launching the FedEx AsiaOne Network.
By 1996, FedEx Ground achieved 100 percent coverage in North
America.
In 1998, FedEx acquired Caliber Systems, Inc. and cre- ated
FDX Corporation. This series of acquisitions made FedEx a $16
billion transportation powerhouse. But the acquisitions and
growth continued. In 1999, Federal Express Corporation
acquired Caribbean Transportation Services. In January 2000,
FDX Corporation was renamed FedEx Corporation. Also in
2000, FedEx Trade Networks was created with the acquisitions
of Tower Group International and World Tariff.
In 2001, FedEx acquired American Freightways; in 2004, it
acquired Kinko’s for $2.4 billion and also Parcel Direct; and it
completed its acquisitions in 2007, with its purchase of Chinese
shipping partner DTW Group in order to obtain more control
over and access to services in secondary Chinese cities.
As suggested by the large list of acquisitions, FedEx’s strat-
egy to achieve growth was realized. It also diversified the com-
pany’s portfolio of services. For example, it acquired Kinko’s to
expand the company’s retail services through the 1,200-plus
Kinko’s stores. In addition, by acquiring Parcel Direct, FedEx
was able to expand services for customers in the e-tail and
catalog segments. All of the companies acquired by FedEx Corp
were carefully selected to ensure a corporate culture with a
positive service-oriented spirit, thereby providing a good fit
with FedEx.
3. For several years, FedEx continued to be listed among Fortune’s
100 Best Companies to Work For and in the top 10 of Fortune’s
World’s Most Admired Companies. However, it expe- rienced
difficult times in the major economic recession and after 2009,
it implemented changes to increase efficiency and reduce
costs. Although still on the list in 2013, by 2014, FedEx was not
to be found on Fortune’s list of the Best 100 companies to Work
For.
Because of the additional services, FedEx adopted a
multidivisional struc- ture. FedEx Corporation provides strate-
gic direction and consolidated financial reporting for the
operating companies that are collectively under the FedEx name
worldwide (FedEx Express, FedEx Ground, FedEx Freight,
FedEx Office, FedEx Custom Critical, FedEx Trade Networks,
and FedEx SupplyChain).
Along with its competitive array of services, FedEx remains
innovative and sensitive to its environment. For example, in
2010, it implemented a new service, Senseaware, a sensor -
enabled device that provides real-time data on the location and
other important informa- tion of a package. The device allows
FedEx and customers to monitor the condition and travel of
highly impor- tant and sensitive packages. In 2013, it expanded
this service with a cryogenic probe that allows precise
temperature measurements of heat or cold sensitive shipments.
In addition, FedEx also has initiatives to promote a sustainable
environment. In 2013, FedEx achieved $45 billion in annual
revenues,
and its stock value appreciated by 53 percent during that year.
Analysts predict a bright future with FedEx’s focus on serving
the e-commerce market. The global e-commerce market is
projected to achieve $1 trillion in sales in 2016. The e-
commerce market in the United States is projected to be $371
billion by 2017. FedEx Ground and FedEx SmartPost are poised
to gain a significant share of this market.
The growth in the size and scope of the company led FedEx to
delegate significant authority to the divisions. Together, the
5. When considering the implementation of organizational
strategies, we often focus on the roles of strong leaders,
talented manag- ers and associates, and effective processes such
as communication and conflict manage- ment. Although all
these factors are impor- tant, as emphasized in prior chapters,
they provide only part of the support to implement an
organization’s strategy. The organiza- tion’s structure and
culture also play crucial roles in strategy implementation.
Organizational structure refers to the formal system of work
roles and author- ity relationships that govern how associates
and managers interact with one another.1 To properly
implement a strategy, an organ- ization must build a structure
ensuring that formal and informal activities and initiatives
support strategic goals. Structure influences communication
patterns among individuals and groups and the degree to which
they have the discretion to be innovative. If, for example, a
strategy calls for rapid responses in several dynamic and
different markets, it is important to create divisions around
those markets and delegate authority to managers in those
divisions so that they can act when necessary, similar to the
decentralized divi- sions created by FedEx as described in the
Exploring Behavior in Action. Firms that fail
to design and maintain effective structures experience problems.
FedEx also coordi- nates activities across its divisions in order
to achieve synergies among its various ser- vices and
geographical markets. Doing this enhances FedEx’s
performance.
An appropriate culture is also required to implement strategy
effectively and achieve strong overall performance.
Organizational culture involves shared values and norms that
influence behavior.2 It is a powerful force in organizations. For
example, Google’s organizational culture has been touted as one
reason for its phe- nomenal success. We examine the specific
characteristics of Google’s culture later in this chapter.
FedEx is known to have a special cul- ture as well. FedEx grew
rapidly early in its existence by internally expanding its
6. services and especially by reaching new geographi- cal markets.
It then began to expand into international markets, partly by
acquisition (e.g., its acquisition of Flying Tigers). It also used
acquisitions to diversify the services that it offered. An example
of this expan- sion was the acquisition of Kinko’s with its 1,200
retail outlets across the United States to support the
diversification strategy and divisional structure. Over time,
FedEx had to
adopt a new structure in order to manage its diversified
portfolio of services and geo- graphical markets. The new
divisional struc- ture granted significant autonomy to each
operating business (division) with corporate coordination across
the divisions to achieve synergy in offering customers
integrated ser- vices. FedEx was careful in its acquisitions to
ensure that the acquired firms fit well with its positive
customer-oriented culture. Both organ- izational structure and
culture influence the behavior of managers and associates and
therefore play a critical role in the success of an organization’s
strategy and its overall organizational performance.
In this chapter, we explore issues related to structure and
culture. We open with a discussion of the fundamental ele-
ments of structure, emphasizing how they influence the
behavior and attitudes of man- agers and associates. Next, we
discuss the link between strategy and structure, as well as the
structural implications of environmen- tal characteristics,
internal technology, and organizational size. In the second part
of the chapter, we focus on culture. Cultural topics include the
competing values model of culture, socialization, cultural
audits, and subcultures. We close with a discussion of person–
organization fit.
sometimes subtle. Second, structuring characteristics refer to
policies and approaches used to directly prescribe the behavior
of managers and associates.5
Structural Characteristics
7. Structural characteristics, as mentioned, relate to the basic
shape and appearance of an organi- zation’s hierarchy. The
shape of a hierarchy is determined by its height, spans of
control, and type of departmentalization.
Height refers to the number of levels in the organization, from
the CEO to the lower-level associates. Tall hierarchies often
create communication problems, as information moving up and
down the hierarchy can be slowed and distorted as it passes
through many different levels.6 Managers and associates can be
unclear on appropriate actions and behaviors as decisions are
delayed and faulty information is disseminated, causing l ower
satisfaction and commitment. Tall hierarchies also are more
expensive, as they have more levels of managers.7
A manager’s span of control is to the number of individuals who
report directly to her. A broad span of control is possible when
a manager can effectively handle many individuals, as is the
case when associates have the skills and motivation they need to
complete their tasks autonomously.
Broad spans have advantages for an organization. First, they
result in shorter hierarchies (see Exhibit 13-1), thereby avoiding
communication and expense problems.8 Second, they promote
high-involvement management because managers have difficulty
micromanaging people when there are larger numbers of them.
Broad spans allow for more initiative by associates.9 In making
employment decisions, many individuals take these realities
into consideration.
structuring characteristics The policies and approaches used to
directly prescribe the behavior of managers and associates.
height
The number of hierarchical levels in an organization, from the
CEO to the lower-level associates.
span of control
The number of individuals a manager directly oversees.
Spans of control can be too broad, however. When a manager
has too many direct reports, she cannot engage in important
8. coaching and development activi- ties. When tasks are more
complex and the direct reports more interdependent, a manager
often requires a relatively narrow span of control to be
effective. It has been argued that a CEO’s span of control
should not exceed six people because of the complexity and
interdependency of work done by direct reports at this level.10
Many older companies have removed layers of management and
increased spans of control in recent years, whereas younger
companies avoided unnecessary layers and overly narrow spans
from the beginning.11 Because of their profound effects on
behavior and attitudes among associates and managers, spans of
control are of concern to many organizations such as
PricewaterhouseCoopers (PwC).12 Through their Saratoga
Institute, managers and consultants at PwC track spans of
control in various industries and use the resulting insights in
various reports and consulting engagements. They reported a
few years ago that the median span for all managers in all
industries was seven. An earlier Wall Street Journal report
indicated an average span of nine. Yet, the Saratoga Institute
reports that managerial spans of control have been increasing in
recent years due to reductions in the number of managers in the
recent global economic recession.13 In order to maintain
efficiency and reduce their risks, spans of control have
remained at higher levels even after the economy improved.
Departmentalization describes the approach used in grouping
resources within an organization. As highlighted in the opening
case, one of the two basic options is the functional form of
departmentalization, in which resources related to a particular
functional area are grouped together (see Exhibit 13-2). The
functional form provides several potential advantages, including
deep specialized knowledge in each functional area (because
functions are the focus of the firm) and economies of scale
within functional areas (resources can be shared by all
individuals working within each functional area).14 This form,
however, also has a potential major weakness: managers and
associates in each functional department can become isolated
9. from those who work in other departments, which harms
coordinated action and causes slow responses to major industry
changes that require two or more func- tional areas to work
together.15 Lateral relation mechanisms, discussed in a later
section, can
help to overcome this weakness. If an organization has multiple
products or services or operates in multiple geographical
areas, it can group its resources into divisions (see Exhibit 13-
3). The divisional form offers several benefits, such as better
coordination among individuals in functional areas. Functional
resources have been divided among the divisions, and associates
and managers in the smaller functional departments within each
division tend to coordinate with one another relatively
departmentalization
The grouping of human and other resources into units, typically
based on functional areas or markets.
easily. With smaller departments, people tend to be closer to
one another, and there are fewer barriers (formal or informal) to
direct communication.
A second, related benefit is rapid response to changes in the
industry that call for a coordination response across function
(sometimes referred to as cross-functional). Because associates
and managers in the various functional areas coordinate more
effectively, response times are often faster. A third benefit is
tailoring to the different product/service or geo- graphical
markets. This occurs because the people in each division are
dedicated to their own markets.16
The divisional form is not without its drawbacks, however. Two
of the most important are (1) lack of collaboration across the
product/service or geographic markets (individuals in one
division can become isolated from those in other divisions) and
(2) diseconomies of scale within functional areas (individuals in
a given functional area but working on different markets cannot
share resources as they can in the functional structure).17 As
10. described in the Exploring Behavior in Action feature, FedEx
developed a diverse set of businesses offering a portfolio of
services. To manage these businesses efficiently and to offer
customers the most effective ser- vices, FedEx implemented a
divisional structure.
Hybrid forms also exist, with some functional areas divided
across divisions, while others remain intact at the corporate
level, often for cost reasons. Network organizations are another
option, where many or most functional areas are outsourced to
other organizations.18 Home- builders are usually network
organizations, as they often do not complete their own architec-
tural work and typically outsource to subcontractors much of
the actual construction work. Nike is generally considered to be
a network organization because it outsources manufacturing and
other types of work. Most multinational firms are structured as
network organizations with decentralized, autonomous
subsidiaries in different countries and multiple suppliers in
different regions of the world.19
The network approach has been emphasized by a number of
firms in recent years, at least to some degree. Its chief benefit
lies in allowing a firm to focus on what it does best while
outsourcing the rest.20 Quality control, however, is sometimes
an issue, and coordination of internal and external efforts is
often a substantial problem. Effective information technology
that facilitates coordination across organizational boundaries is
crucial.
Structuring Characteristics
Research has shown that organizational structure is a
determinant of performance.21 It does so through its influences
on behavior, policies, and managerial actions. Whereas,
structural char- acteristics indirectly affect behavior, structuring
characteristics relate to policies and approaches used to directly
prescribe the behavior of managers and associates. This second
category of structure includes centralization, standardization,
formalization, and specialization.
Centralization refers to the amount of decision-making authority
11. that is held at the top of the organization.22 In centralized
organizations, top-level managers retain most authority, leaving
less for mid- and lower-level managers and very little for
associates. This is not consis- tent with high-involvement
management, and research suggests that centralized
organizations generally perform less well.23 There are several
conditions, however, that call for a significant degree of
centralization. We discuss this issue in a later section.
Standardization refers to the existence of rules, standard
operating procedures and rou- tines.24 When standardization is
high, managers and associates are expected to follow prear -
ranged approaches to their work. Under these circumstances,
their behavior is very predictable. Although standardization is
sometimes necessary for efficiency and safety, it reduces
opportu- nities for individual initiative, creativity, and self-
directed collaboration with others inside and outside the
organization. Thus, it can negatively affect motivation and
satisfaction for many.
Formalization is a closely related phenomenon; it is the degree
to which rules and proce- dures are documented. Specialization
is the degree to which managers and associates have nar- row
jobs that use focused skills; usually, these jobs offer little
variety. As discussed in Chapter 6, narrow jobs can negatively
affect motivation, satisfaction, and performance for individuals
who want to be challenged and to grow in the workplace. Yet, in
some self-managed teams with associates having higher levels
of specialization, some degree of formalization can produce
positive results.25 Alternatively, specialization is less
appropriate where tasks are interdependent requiring
coordination across them to be completed effectively.26
The Modern Organization
Structural and structuring characteristics combine to create very
different types of organiza- tions. Some in the field of
organizational behavior label the two fundamental types organic
versus mechanistic.27 Essentially, many firms desire to have a
learning organization that requires a structure more similar to
12. an organic organization.28 Other labels include boundaryless
versus traditional to make the similar distinctions.29
In all cases, the more flexible empowering type of structure
(i.e., organic, learning, or boundaryless) is associated with
fewer management levels; broader spans of control; and lesser
amounts of centralization, standardization, formalization, and
specialization.
Departmentalization at the top of the firm can be either
functional or divisional. The flex- ible approach provides
freedom for lower-level managers and associates to think for
themselves, to communicate with anyone who could be helpful,
and to try new ideas. They also have the autonomy to provide
specialized attention to multiple stakeholders (e.g.,
shareholders, custom- ers, alliance partners, government units,
etc.).30 Such learning organizations are ambidextrous, which
allows them to exploit the knowledge they currently hold and
explore for new knowledge that will help them to either sustain
a current competitive advantage or create a new one. Need for
Structure
Although substantial freedom may exist, it is not unlimited, nor
should it exist without alter- native mechanisms designed to
ensure that managers and associates are working for the
common good of the organization. First, even in relatively
organic firms there is some standardization, and some decisions
are made by middle and senior-level managers. At Southwest
Airlines, pilots and flight attendants have more freedom than at
other airlines, but they still must follow applicable laws and
safety rules.32
Interestingly, research shows that new-venture firms need
structure and thus often are more successful if their
organization structure is less organic.33 In addition, new-
venture firms often are “boundaryless” in that they must operate
in networks to gain access to needed resources. Although these
alliances may be critical to their survival, it can be difficult for
them to break into an existing network of relationships.
Working across these organizational boundaries requires that
13. they not be too standardized or formalized. They need
flexibility. In addition, the structure should allow for
appropriate levels of transparency in associates’ productivity
while guarding against too much oversight.34
Need for Values that Benefit the Organization
Alternative mechanisms are used to ensure that individuals are
working for the good of the organization. These mechanisms
include selection systems, socialization schemes, and leader-
ship processes.
Selection systems should be designed to identify individuals
who share the values of the organization. Socialization schemes,
discussed later in this chapter, should be designed to fur - ther
shape values and to promote a shared vision of the
organization’s future. Similarly, strong leadership at the top of
the firm instills shared purpose among managers and associates.
Shared values and vision act as guides to behavior, and reduce
the chances of lower-level managers and associates acting in
ways that are counterproductive. Reward systems also are used
to promote appropriate behavior.
Although lower-level managers and associates may not realize
it, powerful forces guide their behavior in organizations
characterized by relative freedom of thought and action.
Over time, the value of unleashing human capital throughout an
organization became widely recognized. Today, senior leaders
in modern organizations tend to favor more organic structures.
Although this is positive, given that organic structures are
closely aligned with high- involvement management, there are
situations in which some aspects of this approach are not
appropriate.
Factors Affecting Organizational Structure
Senior managers must choose the structures to use for their
firms. Middle and lower-level managers often are involved in
these choices and play a key role in the implementation of the
choices. Factors that should be considered in designing the
structure of the firm include strat- egy, external environment,
internal technology, and organizational size.
14. The Role of Strategy
An organization’s task environment is composed of customers,
suppliers, competitors, govern- ment regulatory agencies, and
perhaps unions. These are external components with which the
organization frequently interacts and that have an effect on the
organization.35 Organizations adapt to their environments
through formal strategies. In turn, these strategies affect the
organization’s structure.
Corporate Strategy
Corporate strategy is the overall, predominant strategy of the
organization. It determines the direction for the total
organization. Senior managers formulating corporate strategies
focus on the organization’s stockholders and other critical
external constituents. Their strategies can be oriented toward
growth, diversification, or both.
Almost all types of organizations use growth as a measure of
success. Awards are given for growth, such as the Growth
Strategy Leadership Award given by the consulting firm Frost
and Sullivan.37 Under some circumstances, senior leaders are
even willing to trade profits for increasing sales. Growth can be
achieved through internal development or by external
acquisition. Although the internal growth strategy is an
attractive option, growth by external acquisition is popular with
many companies.38 Cisco Systems, a maker of
telecommunication equipment, is known for its frequent
acquisitions.39 Acquisition is often a faster method of
achieving growth, but it does carry some risk, in part because
cultural differences between firms often cause difficulties in the
post-acquisition integration of operations.40 Some firms that
have diversified through multiple acquisitions later retrenched
and sold off prior acquisi- tions because of poor performance.41
Each of these two growth strategies has implications for
structure. For example, firms using an internal-growth strategy
are likely to have larger marketing and research and develop-
ment (R&D) departments. It is also probable that authority for
decisions is decentralized to the heads of these departments. In
15. contrast, firms following an external acquisition strategy are
likely to have the more well-developed financial and legal
functions required to analyze and negotiate acquisitions. These
firms may even have a separate specialized planning and
acquisi- tions department. For example, given the number of
acquisitions completed by FedEx over time, the company likely
has enriched these functions.
Diversification has also been a common and popular corporate
strategy. Diversifica- tion involves adding products or services
different from those currently in the firm. Firms may diversify
for several reasons, but the primary one is to reduce overall risk
by decreasing dependency on one or a few product markets.42
That is, if demand for one of the firm’s products falls, the other
products might continue to sell well, providing protection for
the bottom line.43
Firms may also diversify the geographic markets they serve by
entering new foreign markets.44 Most companies start out as
single-product firms, which are firms where more than 95
percent of annual sales come from one product. Dominant-
product firms obtain 70 to 94 percent of their sales from one
product. Most companies following a diversification strategy
move on to become related-product firms, where less than 70
percent of annual sales come from one product and the various
products are related to one another. The most diversified firms
are classified as unrelated-product firms. In these firms, less
than 70 percent of annual sales come from any one product, and
the firm’s various products are unrelated to the pri- mary core
business.45
As firms become more diversified, research suggests that they
should adopt the divisional form.46 In other words, they should
develop divisions for each of their end-product businesses.
Also, as firms become more diversified and divisionalized,
authority should be delegated to the divisions.47
Matches between diversification and structure are shown in
Exhibit 13-4. Single-product and most dominant-product firms
should use a functional structure, where the major units of the
16. organization are based on the functions performed (marketing,
production, finance) rather than on products. Related-product
and most unrelated-product firms should use a divisional- ized
structure. Large, highly diversified unrelated-product firms may
use a holding company structure, in which the operating
divisions are extremely autonomous.48 Firms with functional
structures are sometimes referred to as U-form (unitary)
organizations and firms with division- alized structures as M-
form (multidivisional) organizations.49
Over time, FedEx changed from a single-product firm to a
related-product firm. As such, it implemented the divisional
structure and decentralized primary authority to make decisions
to the heads of each division. Because the businesses are all
related, the corporate office coordinated activities across the
divisions to offer customers the full portfolio of FedEx’s
services (as described in the Exploring Behavior in Action
feature).
Business Strategy
Firms must formulate business strategies in addition to
corporate strategies. A business strategy is developed for a
particular product/service market and is a plan of action
describing how the firm will operate in a particular market.50
Business strategies are necessary to ensure effective
competitive actions in the different markets in which a firm
intends to operate. One popular competitive strategy involves
main- taining low internal costs as a basis for low prices offered
to customers. Consumers interested in buying the least
expensive goods in a particular market are targeted. To
effectively imple- ment this strategy, efficiency and control are
important inside the firm or division utilizing this approach, and
a somewhat more mechanistic structure is useful, if not taken to
an extreme.51 The structure used to implement a low-cost
strategy often emphasizes functions, and the deci- sions are also
centralized to maintain economies of scale in operations.52
A second popular competitive strategy involves product/service
17. differentiation. Consum- ers are targeted who are willing to pay
more for a product/service that is different in some meaningful
way (higher quality, superior technology, faster availability).
To effectively imple- ment this strategy, flexibility and
initiative are useful for staying ahead of the competition, and a
more organic structure can be helpful in supporting these
needs.53 To be effective, each egy requires a unique set of
internal resources (e.g., human capital, as illustrated in the
Experiencing Organizational Behavior on IDEO) that can be
used to effectively implement the strategy.54
In the Experiencing Organizational Behavior segment, IDEO
illustrates four key points. First, this firm shows how a
differentiation strategy can be used in the business of designing
products and services. IDEO has distinguished itself through its
unique approach to working with clients, and it promotes the
innovation and initiative required to maintain its edge by using
an organic structure. Second, the firm highlights the fact that
companies occasionally supple- ment their internal human
capital as they work to create a competitive advantage in the
mar- ketplace. All or most of IDEO’s clients have talented
associates and managers. Yet, on occasion they still need
outside assistance. Third, IDEO promotes design thinking
throughout their and their clients’ organizations. In so doing,
innovation is integrated into the organization’s culture and
DNA. Finally, the IDEO case again illustrates the value of
teams with diverse members, as explained in Chapters 2 and 11.
Teams provided invaluable help for IDEO and its client firms to
implement a strategy of innovation designed to create or
maintain a competitive advantage.
A more advanced form of the divisional structure, strategic
business units (SBUs) is some- times used for more complex
firms. Large firms with multiple diversified businesses
sometimes
EXPERIENCING ORGANIZATIONAL BEHAVIOR
The IDEO Way: Adapting through Innovative Design
18. IDEO, a design firm based in Palo Alto, California, is used by
many organiza- tions to help design their new products and
services. For example, IDEO helped to design the Plié wand, a
pen-shaped applica- tor on the tops of the Julep Beauty
Company’s nail polish bottles. These applicators swivel for any
angle needed to apply the polish.
Achievement First, a major charter- school management
organization, hired IDEO to radically redesign the traditional
school model. The new design will consider how edu- cation
process is structured during each day, how technology is
integrated into the learning process and how families are
involved in their children’s education.
Joie de Vivre’s new Epiphany Hotel in Palo Alto, California,
has special meeting places designed by IDEO that includes a
work lounge, boardroom, and mezzanine that are designed to
facilitate networking, brainstorm- ing, and collaborating. Thus,
IDEO works with many types of organizations and on many
design problems. What is the secret of IDEO’s success? It might
have something to do with the associates and managers at
IDEO.
The people of IDEO have a long his- tory of helping firms
design award-winning products and services. IDEO also offers
con- sulting and training in innovation and cul- ture change. To
make a difference, IDEO’s associates and managers rely on a
simple concept—empathy. Although this concept may not be
conventional, IDEO’s record of success is difficult to question.
The purpose of this training and IDEO’s approach more
generally is to inculcate “design thinking” even into the top
leaders of the organization.
Empathy for the customer is created in clients through a set of
time-tested, systematic research methods. First, IDEO forms a
diverse team composed of client and IDEO members Team
members from IDEO may represent the disciplines of cognitive
psychology, environ- mental psychology, anthropology,
industrial design, interaction design, mechanical engi- neering,
and business strategy. Team members from the client firm are
19. key decision makers. With the team in place, observations in the
real world are orchestrated. Team members observe how people
use relevant products and services. For a project focused on
intimate apparel, team members followed women as they
shopped for lingerie, encouragi ng the shoppers to verbalize
everything they were thinking. Team members may even act as
customers. For a health-care project, team members received
care at various hospitals and documented their experiences by
video and other media.
Second, team members engage in brainstorming. After some
preliminary work, the designers, engineers, social scientists,
and individuals from the client company engage in intense
interactions to develop a rich understanding of an existing
product/service design or of the needs in a novel product cat-
egory. Unlike some group sessions, IDEO’s brainstorming
sessions have been compared to managed chaos.
Third, team members engage in rapid prototyping. This is one of
the characteristics that have made IDEO famous. IDEO associ -
ates and managers believe in the power of trying many different
ideas rather than just talking about them. Rudimentary versions
of products and services are quickly constructed and examined.
Finally, team members implement the fruits of their labor.
Detailed design and engi- neering work is completed, and the
team works closely with clients to ensure a success- ful launch.
In many other design firms, team members simply turn over
their work with little follow-up.
The critical component in this, accord- ing to the president and
one of the found- ers and current CEO, Tim Brown, is design
thinking. According to Brown, everyone is a designer but must
realize it and think like a designer. He suggests that all of the
actions just described will not work effectively with- out design
thinking. This thinking requires work across functions and
combines creative confidence with analytic ability. This type of
thinking is now used by a number of organi- zations trying to
become highly innovative. The Hasso Plattner Institute of
Design at Stan- ford University uses this approach to teach
20. students to rethink traditional boundaries.
IDEO has a highly innovative culture (as one might expect).
One of the most interesting attributes of the culture is the focus
on helping behavior. When designers encounter a com- plex
problem, they can go to anyone in the organization, including
members of the top leadership, for help. The structure of the
social network within IDEO is highly complex and shows the
many connections between people throughout the organization,
regardless of level or area of responsibility. Promoting this type
of social interaction, IDEO designed and implemented a self-
service communal snack kitchen where people not only access
snacks but also cook together, brew beer, and develop prototype
foods of the future (often for clients).
IDEO has become so popular that many firms send their
managers to the firm to observe the organic structure and to be
trained in innovative thinking and action. These managers use
what they have learned to enhance the operations and structures
of their own firms. IDEO’s approach continues to be highly
successful, often among the winners of the IDEA awards given
for the top designs of the year.
Sources: “About IDEO: Design Thinking,” IDEO,
http://www.ideo.com. Accessed February 9, 2014; “Joie de
Vivre Hotels to Open 86-key Boutique, The Epiphany Hotel, in
Palo Alto, CA Early in 2014;” Hospitality Net,
http://www.hospitalitynet .org. Accessed January 25, 2014;
“IDEO CEO Tim Brown: Everyone is a Designer” The
Huffington Post (January 24, 2014),
http://www.huffingtonpost.com; M. Bailey, “City’s Charter
Network Hires San Francisco Firm to Design the K-8 Public
School of the Future.” New Haven Independent (Jan. 23, 2014),
http://www.newhavenindependent.org; C. Tice, “How Social
Media Is Fueling the Next $1 Billion Beauty Brand,” Forbes
(Jan. 22, 2014). http://www.forbes.com; T. Kelley, “Invite
Serendipity to Your Café and Expect innovation, ” WIRED
(Jan.10, 2014), http://www.wired.co.uk/magazine; T. Amabile,
C. M. Fisher, & J. Pillemer, “IDEO’s Culture of Helping.”
21. Harvard Business Review (January 2014), http://hbr.org; IDEA
Awards, Industrial Designers Society of America,
http://idsa.org.ideas; V. Wong, “How to Nurture Future
Leaders,” BusinessWeek (Sept. 30, 2009),
http://www.businessweek.com; T. Brown, “Change by Design,”
BusinessWeek (Sept. 24, 2009), http://www.businessweek.com;
B. Moggridge, Designing Interactions (Boston: MIT Press,
2006).
group their businesses into SBUs. At General Electric, for
example, businesses are grouped into SBUs that include GE
Advanced Materials, GE Commercial Finance, GE Consumer
Finance, GE Consumer and Industrial Products, GE Energy, GE
Healthcare, GE Infrastructure, GE Insurance
Solution
s, GE Transportation, and NBC Universal.55 A business
strategy is then for- mulated for each separate SBU, thus
allowing the complex organization to be more effectively
managed.
The key to developing effective strategies for each SBU is the
appropriate grouping of businesses. Each group must have
commonalities among its businesses for a coherent strategy to
be developed. These commonalities may correspond to market
relatedness, shared technol- ogy, or common distinctive
competencies.56
The Role of Environment
Environmental forces account for many differences between
22. organizations, and they have a marked effect on the way
organizations conduct business.57 Because organizations must
obtain their inputs from the external environment, their
relationships with suppliers and customers are critical. They
also must satisfy governmental regulations, adapt to changes in
the national and world economies, and react to competitors’
actions.
Environment and Basic Structure
Managers must closely monitor their organization’s external
environment. However, some environments are more difficult to
monitor than others because they are more uncertain (com- plex
and changing). A number of researchers have found that the
degree of environmental uncertainty experienced by managers is
related to the type of structure an organization uti- lizes. This is
especially important today because of the high uncertainty of
environments in which many organizations must operate.58
Classic research indicated that effective organiza-
59
environmental uncertainty The degree to which an environment
is complex and changing; uncertain
environments are difficult to monitor and understand.
tions exhibit a match between environmental characteristics and
organizational structures. Although the evidence is not entirely
consistent, a number of other researchers have found similar
results, using mostly small organizations or units of larger
23. ones.60
The classic study reported the following important findings:
• Effective organizations experiencing high environmental
uncertainty tend to be more organic because lower-level
managers and associates must be able to think for themselves.
They must be able to respond to events quickly.
• Effective organizations experiencing low environmental
uncertainty tend to be less organic. Middle and senior-level
managers, in conjunction with operations specialists, can create
efficient and effective rules and operating procedures. They can
gain sufficient insight to understand and anticipate most
situations that will arise and carefully create procedures to
handle those situations.
It is important to understand the reasons for differences in
functional departments within an organization. Because separate
departments focus on different areas of the external envi -
ronment, they often exhibit different types of structure. R&D,
for example, is focused on technological advances and the
changing pool of knowledge in the world. The relatively high
level of uncertainty involved often requires a more organic
structure with longer time horizons for decision making and
planning and a greater emphasis on interpersonal relationships
to promote information sharing and knowledge development.
They need to seek information and knowledge from external as
well as internal sources.61 In contrast, the accounting function
24. is focused on more slowly evolving developments in accounting
standards. The relatively low level of uncertainty generally
supports use of a less organic structure, with shorter time
horizons and lower emphasis on interpersonal relationships. In
effective organizations, then, differences in the level of
uncertainty in subenvironments create differences in functional
departments.
Recent work suggests that environmental uncertainty also
affects the way resources should be managed in organizations.
For example, organizations operating in uncertain environments
need to constantly enrich their current capabilities and even
create new ones. Thus, they con- tinuously train their managers
and associates to upgrade their skills and are on the lookout for
new associates with “cutting-edge” knowledge that can add to
the organization’s stock of knowledge. They also need to search
for opportunities in the environment and to engage in
entrepreneurial behavior to maximize the use of their
capabilities to provide products and services that create value
for their customers.62
IDEO, as explained in the Experiencing Organizational
Behavior feature, is helping firms to be more entrepreneurial
and create products that are valued by their customers. The
research suggests that managers must continuo usly scan their
firm’s external environment to identify factors that may affect
how the firm should act. Their scanning behavior is even more
25. impor- tant in dynamic environments.63
Environment and Integration
Functional departments within a single-product firm or a
division of a larger firm must be integrated. They must share
information and understand one another in order to coordi - nate
their work.64 Thus, organizations must be structured to provide
the necessary informa- tion, or perhaps to reduce the need for it.
Structural arrangements that address information needs are
particularly important when the environment is uncertain.
Useful arrangements include: (1) creation of slack resources, (2)
creation of self-contained tasks, (3) investment in informatio n
technology, and (4) creation of traditional lateral relations.65
Exhibit 13-5 shows the relationship of these elements of
organizational structure and information processing needs.
he creation of slack resources reduces the need for
interdepartmental information pro- cessing. Departments can
operate more independently. Examples of slack resources
include having extra time to complete tasks that other
departments need as inputs and maintaining large inventories of
raw materials provided by others. Although these extra
resources reduce information exchange needs, they are costly.
The creation of self-contained tasks reduces the need for
interdepartmental processing of information. This approach
provides departments with more of the resources they need to do
26. the job. For example, a department’s tasks might require the
help of a design engineer and a process engineer on a part-time
basis. So rather than consulting with a group of design engi -
neers to whom various departments would come when they
needed help, a department would have access to its own design
engineer who would also assist with nonengineering work as
time permitted. This method reduces the need for coordination
between groups (e.g., the engineer- ing group and other groups
needing engineering services) and thereby reduces information-
processing requirements.
Unlike the two elements of structure just discussed, information
technology facili- tates the processing of information rather
than reducing the need to process it. This tech- nology can help
to transfer information up and down the hierarchy as well as
horizontally from department to department. E-mail, web-based
discussion boards, chat rooms, and Twitter are examples of
simple tools that facilitate communication and coordination.
These tools facilitate collaboration among individuals to solve
problems and complete tasks, and they help leaders manage the
semiformal organization (social networks among associates and
managers).66
An information repository is a more complex tool for
integration. Such a repository requires individuals in various
departments to deposit documents, data, and commentary in an
open-access central database. An enterprise resource planning
27. (ERP) system is an even more complex tool. ERP systems
provide a common set of planning and analysis capabili- ties
across departments, as well as a platform for electronically
sharing evolving plans and analyses. This type of system has
provided important benefits in the integration of depart-
ments,67 particularly when the system has been explicitly
designed to support the organiza- tion’s strategy.
In addition to facilitating integration across existing
departments in an organization, information technology has
helped to flatten organizations and has promoted project-based
and team-based structures.68 Shorter hierarchies are consistent
with high-involvement man- agement because they push
decision authority to the lowest levels of the organization and
increase the speed and quality of decisions as a result. Such
hierarchies would not be possible, however, without information
technology to ensure that associates and lower-level managers
have the information they need to make sound decisions.
Project-based structures utilize individuals from various
departments to work in teams focused on complex projects
requiring intense and integrated efforts. In some cases, these
individuals are temporarily assigned to a project on a full -time
basis. In other instances, indi- viduals participate part-time as
project members and part-time as members of their functional
departments. In both cases, information technology ensures that
project participants working on different aspects of the overall
28. project understand the goals and activities of those working in
other areas.
Without sophisticated information technology, individuals could
not integrate the vari- ous aspects of the project as effectively
or as rapidly, resulting in some complex projects not being
undertaken and others being handled more slowly through the
traditional hierarchy.
Relations among departments are based on the need for
coordinating their various tasks. Because lateral relations
increase information flow at lower levels, decisions requiring
interde- partmental coordination need not be referred up the
hierarchy. Lateral relations are traditional elements of structure
used to help organizations process more information. These
relations
may be facilitated by information technology but often are
based on face-to-face communica- tion. A number of alternative
lateral processes can be used. Listed in order of least complex
to most complex, they are as follows:
•Direct contact involves two individuals who share a problem
and work directly with one another to solve it.
•Liaison roles are temporary coordination positions established
to link two departments that need to have a large amount of
contact.
•Task forces are temporary groups composed of members from
several departments who solve problems affecting those
29. departments.
•Teams are permanent problem-solving groups for continuous
interdepartmental problems.
•Integrating roles are permanent positions designed to help with
the coordination of various tasks.
•Managerial linking roles are integrative positions with more
influence and decision- making authority.
•Matrix designs establish dual authority between functional
managers (e.g., marketing manager, engineering manager) and
project or product managers (e.g., working across subsidiaries
operating in different countries).69
The Role of Technology
Within an organization, technology refers to the knowledge and
processes required to accom- plish tasks. It corresponds to the
techniques used in transforming inputs into outputs. The
relationship of technology and structure has been described in
several ways, as discussed below.
Technology and Structure: A Manufacturing Framework
Early work on the relationship between technology and
organization structure focused on manufacturing technology:
small-batch production, mass production, and continuous-
process production.70 This research found that technological
complexity influenced structure and that effective organizations
exhibited matches between technology and structure.71
Today, new types of technology are being used in smaller and
30. larger manufacturing opera- tions alike. Technology can
equalize the competition between smaller and larger
organizations. The use of advanced manufacturing technology
(AMT), computer-aided design (CAD), and computer-aided
manufacturing (CAM) helps firms of all sizes to customize their
strategies by manufacturing products of high variety at lower
costs and to commercialize new products in a shorter amount of
time.72 These technologies have been integrated to create forms
of “mass customization.” Mass customization is a process that
integrates sophisticated information technology and
management methods in a flexible manufacturing system with
the ability to customize products in a short time.73
Organizations using mass customization need a more flexible
and organic structure.74
Perhaps one of the newest technologies with potential to
transform many industries is 3D printing. This technology
allows individuals to design and produce products that they
desire. However, businesses can do the same in larger
quantities. It easily allows for customization. In fact, some have
predicted that this technology has the potential to
“revolutionize” the home- building industry.75
Technology and Structure: A Broader Framework
The link between technology and structure using a broader view
of technology is useful in both manufacturing and service
organizations. In this view, technology is defined as the number
31. of different problem types that are encountered over time (task
variability) and the degree to which problems can be solved
using known steps and procedures (task analyzability).76 Based
on these two dimensions, he delineated four types of
technology:
1. Routine: There is little variation in the fundamental nature of
problems encountered over time, but any new problems can be
solved using readily available methods.
2. Craft: There is little variation in the fundamental nature of
problems encountered over time, but any new problems often
require a novel search for unique solutions.
3. Engineering: There is significant variation in the fundamental
nature of problems encountered over time, and new problems
can be solved using readily available methods.
4. Nonroutine: There is significant variation in the fundamental
nature of problems encountered over time, and new problems
often require new methods to find unique solutions.
Exhibit 13-6 provides examples of organizations with these
types of technologies. To be most effective, firms should match
their structure to the technology used. Nonroutine organizations
should adopt an organic structure; craft and engineering
organizations should adopt a moderately organic structure; and
routine organizations should adopt the least organic structure.77
Essentially, as routineness increases, organic structures become
some- what less useful.
32. These technology concepts can be applied to an organization as
a whole or to units within the organization. For example, the
technology of W. L. Gore, the maker of GORE-TEX fabric, can
be described as a mixture of routine and craft technology at the
firm level, but its R&D area can be described as nonroutine.
Any unit can be assessed with respect to task variability and
task analyz- ability and placed into one of the four technology
categories. A number of studies have shown that technology
influences structure at the unit level and that effective units
exhibit a significant match between technology and structure.
The Role of Organizational Size
It is not surprising that size has implications for organizational
structure.79 As an organization grows, it generally becomes
taller; otherwise, the average span of control for managers
becomes too large. As organizations increase in size,
formalization also tends to increase to help main- tain order.
However, centralization tends to decrease, as senior managers
cannot comprehend all of the organization’s work and make all
decisions.
The most important measure of size is the number of associates
and managers. Research shows that managerial decisions
regarding structure are based on the factors that are most salient
to managers. Because people are highly important to most
managers, managerial decisions on struc- ture are often
33. influenced by the number of people for whom the managers
have responsibility.80
A common outcome of larger organizations and the heightened
formalization and stan- dardization that accompanies growing
size is inertia.81 Large, formal organizations often have more
standardized policies and routines for managers and associates
to follow. These attributes often produce a resistance to change
and thus lower innovation. Yet, innovation is a critical
component of competitiveness for most organizations in our
current global economic environ- ment. The potential for inertia
in large organizations and the need for innovation have led to
the development of ambidextrous structures and practices.
Ambidextrous organizations balance the formalization and
standardization that help to
achieve efficiency and the flexibility required to explore new
ideas and opportunities necessary
to be innovative.82 The intent is to achieve efficiency to exploit
the firm’s current capabilities and
simultaneously explore to learn new capabilities, discover new
technologies, and develop new
83 products and services.To do so first requires top management
to have a shared vision of an
ambidextrous organization and to develop an incentive system
to reward the achievement of both exploitation and exploration.
This often requires transformational leadership (as discussed in
34. Chapter 8) and design thinking, such as that promoted by
IDEO.84 Another dimension involved in building an
ambidextrous organization is the structure. Often, firms trying
to achieve the needed balance maintain some parts of the
organization with formalized routines but then also develop
semi-autonomous units that have significant freedom to explore
new ideas and unique approaches to problems.85 These
approaches allow the organization to unbundle operations and
processes to manage the costs of operations but also pursue the
development of technological innovations. This type of
organization, structure, and leadership is becoming more
common.86
Summary Comments on Structure
In summary, corporate strategy and organizational size have
strong effects on the structural characteristics of
organizations—those that determine the shape and appearance
of the hier- archy. Corporate strategy is a particularly strong
determinant of departmentalization, and size is an especially
strong determinant of height and spans of control. Business
strategy, environ- mental uncertainty, and technological
nonroutineness have strong effects on unit structuring within
organizations, as well as the overall structure of the
organization.
An important study has shown how business strategy,
environmental uncertainty, tech- nological nonroutineness, and
35. structure work together to influence performance in organiza-
tional units as well as in small organizations. In this study,
strong performance was associated with consistency among
these factors:
•Uncertain environments led to strategies based on
differentiation and innovation, which, in turn, led to nonroutine
work, all of which were matched by organic structure.
•More certain environments led to strategies based on low costs
and efficiency, which, in turn, led to routine work, all of which
were matched by a less organic structure.
Other studies have provided similar results, suggesting that
managers in effective firms create consistency across strategy,
environment, technology, and structure.
Google Culture and High-Quality Associates Produce
Innovation
Larry Page and Sergy Brin gradu- ated from Stanford University
in 1995 with computer science degrees. They wanted to build a
search engine that would retrieve selective informa- tion from
the vast amount of data available on the Internet. In 1997, they
named their search engine “Backrub,” and in 1998 they renamed
it “Google” (Google is a play on googol, the mathematical term
for a 1 followed by 100 zeros—a reference to organizing the
seem- ingly infinite Web). By 2003, it was the most preferred
search engine in the world because of its precision and speed in
delivering the desired data in searches. But beyond its soft-
36. ware technology, Google’s success can also be attributed to its
organizational culture.
In organizing the firm, Page and Brin avoided unnecessary
managerial hierar- chies, creating a decentralized structure and
giving their engineers significant autonomy to encourage
creative thinking. Google has a small management group and
most engi- neers work in teams of three, with project leadership
rotating among them. These teams have complete autonomy and
freedom to cre- ate, reporting directly to the vice president.
Open communication is encouraged and employees are free to
approach top management as desired. They are allowed to
communicate with anyone in any depart- ment. Employees were
also asked to eat in the cafeteria so they could meet others in
the company and create opportunities for them to share and
discuss technical ideas or issues.
In addition, every Friday afternoon all employees are provided
information about new products and the company’s financial
performance. Google’s emphasis on inno- vation and
commitment to cost containment requires that each employee to
be a contribu- tor. The decentralized model of management and
open lines of communication are essen- tial parts of Google’s
organizational culture. And the organizational structure and
culture have helped the firm attract and retain the most talented
individuals in the field. Although still a young firm, Google’s
work culture has become legendary in Silicon Valley.
38. culture and its high- quality human capital. Clearly, the culture
at Googleempowersthemanagersandassoci- ates to develop new
ideas and bring them forward. In addition, Google follows some
major principles to produce innovation. For example, the focus
is on the user; design deci- sions emphasize solving customers’
problems. There is also an emphasis on thinking big. Google
refers to this as think 10X—magnify the change. And, among
others, the intent is to bet on unique insights. Finally, there is a
belief that if one does not fail often, s/he is not trying hard
enough to be innovative.
Google continues to engage its asso- ciates, involving them in
addressing major issues, maintaining a flat organization, and
striving to keep the entrepreneurial spirit alive. The culture,
structure, human capital, and inno- vation principles are paying
off for Google in innovations that help it to remain one of the
most successful companies in the world.
Sources: M. Moskowitz & R. Levering, “The 100 Best
Companies to Work For,” Fortune (Feb. 3, 2014), pp. 108–120;
M. J. Belvedere, “Google Steals Innovation Crown from Apple:
Isaacson,” CNBC.COM (Jan. 15, 2014), http://wwwcnbc .com;
P. Walls, “Googles 9 Principles of Innovation for Every
Organization,” eCornell, http://blog.ecornell.com (Nov. 18,
2013); A. Waters, “Google’s Innovative Culture: Lars
Bratsberg’s Talk on Repetitive Innovation Gives Principled
Advice.” TrendHunter (Oct. 2, 2013),
39. http://www.trendhunter.com; L. He, “Google’s Secrets of
Innovation: Empowering Its Employ- ees,” Forbes (March 29,
2013), http://www.forbes.com: “Involve Your Employees, Says
Google, CEB,” Business Week (Dec. 11, 2009),
http://www.businessweek.com; Andrzej Zwaniechi, “Google
Aims to Retain Entrepreneurial Spirit as It Grows,”
America.gov (Oct. 28, 2009), http://www.america.gov; B-
School News, “They Love It Here, and Here, and Here,”
BusinessWeek (June 4, 2006), http://www.businessweek.com;
Jade Chang, “Behind the Glass Curtain,” Business- Week (July
18, 2006), http://www.businessweek.com
Organizational Culture
Culture is closely related to most other concepts in the field of
organizational behavior, includ- ing structure, leadership,
communication, groups, motivation, and decision making.87
Culture is affected by and can also affect these other areas of
organizational functioning and it is related to social, historic,
and economic issues as well.88 Thus, it is an important and
encompassing concept.
Google’s organizational culture is described in the Experiencing
Organizational Behav- ior feature. Google’s culture is highly
informal, with a decentralized structure designed to enhance
associates’ creativity. Google must be doing something right
because it is a highly successful company. Its culture and
structure, along with its interrelated management model, have
40. attracted significant human capital, which is one of the reasons
for its success. Google’s approach is highly similar to a high-
involvement organization.
Organizational cultures are based on shared values, as described
earlier.89 As noted, culture begins with shared values, which
then produce norms that govern behavior. Behavior produces
outcomes that are reinforced or punished, thereby bolstering the
culture. Thus, any culture, positive or negative, becomes self-
reinforcing and difficult to change. The process of culture
development and reinforcement is shown in Exhibit 13-7.
The strength of an organization’s culture is based to some
degree on the homogeneity of associates and managers and the
length and intensity of shared experiences in the
organization.90 The longer a culture is perpetuated, the stronger
it becomes because of its self-reinforcing nature. An
organization’s culture not only reinforces critical values but
also important behav- iors. For example, Google’s culture could
be described as a learning culture in which new knowledge is
created or acquired externally and diffused internally.91 This
knowledge is then applied to create innovative services for
Google’s markets and customers. Organizational cul- ture also
affects an organization’s ability to resolve problems and to
create change. For example,
in an open culture in which managers and associates are
41. engaged (i.e., a high-involvement organization), more
alternatives are likely to be generated and considered to resolve
problems. Also, the open communication can help to resolve
conflicts if they exist.92 In addition, the openness of
communications between managers and associates (exemplified
by Google) and transparency because of the high involvement
makes all participants more open to change. And, by
participating in creating the change, managers and associates
are more likely to be committed to it.93
Competing Values Model of Culture
One of the most popular models of culture in business firms is
the competing values model, in which two value dimensions are
central.94 The first dimension relates to the value placed on
flexibility and discretion versus stability and control. In some
organizations, managers and associates believe in the power and
usefulness of flexibility and discretion, while in other organ-
izations individuals believe in the power of a stable work
situation where control is strongly maintained. Ambidextrous
organizations, described earlier, achieve a balance in these
values through the culture and structure. The second dimension
relates to the value placed on an internal focus coupled with
integration versus an external focus coupled with differentiation
in the marketplace. In some organizations, associates and
managers prefer to focus internally; in other organizations,
individuals have an external orientation.
42. Four types of culture result from different combinations of these
dimensions (see Exhibit 13-8):
1. Clan. Strong value is placed on flexibility and discretion with
a focus inside the organization. Leaders tend to be mentors and
coaches. Effectiveness is evaluated in terms of the cohesion and
morale of individuals inside the firm and tacit knowledge
held. Overall, the organization tends to be a friendly place to
work, with a great deal of commitment and loyalty.
2. Hierarchy. Strong value is placed on control and stability,
with a focus inside the organization. Leaders tend to be
monitors and organizers. Effectiveness is measured in terms of
efficiency and orderly coordination. The organization tends to
be a formal and standardized place to work, with emphasis on
explicit knowledge.95
3. Market. Strong value placed on control and stability with a
focus outside the organization. Leaders tend be driven and
competitive. Effectiveness is measured in terms of goal
achievement and beating the competition in the marketplace.
The organization can be a difficult place to work because there
is a constant focus on results and doing better than colleagues.
4. Adhocracy. Strong value placed on flexibility and discretion
with a focus outside the organization. Leaders tend to be
entrepreneurial and innovative, perhaps even visionary.
43. Effectiveness is evaluated in terms of creativity and leading-
edge innovation in the marketplace. The organization tends to
be a vibrant place to work, with significant risk taking.
Organizations usually possess elements of all four cultural
types. In fact, organizations need all four, because morale,
innovation, success relative to competitors in the marketplace,
and efficiency are all important for long-term performance and
survival.96 In most cases, however, an organization emphasizes
one cultural type over another. Each culture can be useful as a
point of emphasis, depending on circumstances. Hierarchy, for
example, might be emphasized in an organization pursuing a
low-cost business strategy in all of its product lines. In such an
organization, however, managers must be careful not to allow
the emphasis on hierarchy to become too great. If hierarchy is
overemphasized, it will be difficult to incorpo- rate the
decision- and team-related aspects of high-involvement
management.97 Furthermore, research suggests that the
hierarchy culture can reduce commitment and satisfaction.
Market culture could be useful in industries that are highly
competitive. Clan culture is often more useful for organizations
operating in regulated industries or in small, new-venture firms
where working with good colleagues and positive working
relationships are emphasized more than financial compensation.
Google has used such a culture since its beginning. However,
even as a large, more established organization, Google
44. continues to use this culture successfully. Adhocracy might be
emphasized in an organization pursuing the differentiation
strategy in its product lines.
Clearly, organizational cultures affect managers’ and
associates’ behaviors and thus organizational performance. The
core values of an organization serve to attract new associ- ates
who share similar values or at least are comfortable with the
organization’s values.98 For example, research has shown that
organizational culture affects the extent to which associates are
willing to accept changes in an organization.99 Specifically,
associates who perceive an organizational culture that positively
values human relations are more willing to participate in and
accept changes made by the organization.100 In addition, other
studies have shown that when the organizational culture
promotes respect for people, associates are more likely to view
relationships with leaders more positively, to trust others, and
to perceive that the organization treats associates fairly.101
Therefore, such cultures are likely to support an orga-
nization’s competitive advantage because of a motivated
workforce and low turnover among associates.102
Cultural Socialization
Newcomers are taught an organization’s culture through
socialization—the impart- ing of the organization’s values.
Socialization can take several forms. Based on
groundbreaking work by noted culture researchers John Van
45. Maanen and Ed Schein, researchers have focused on three sets
of issues: context, content, and social dynamics.103
Context refers to whether newcomers are exposed to key values
through a collec- tive or an individual process, and whether they
experience a formal or an informal approach. In a collective
process, all newcomers experience the same socialization events
(videos, senior leadership greetings, exercises, receptions,
stories, and so on). In an individual process, the experiences are
unique. With a formal approach, new- comers learn about the
organization away from the jobs they will be taking (off- the-
job learning and training), whereas an informal approach puts
them in their jobs immediately (on-the-job learning and
training). To maximize absorption of an organization’s values, a
collective, formal approach may be best. This approach ensures
that newcomers are exposed to a standard set of tactics in a
focused manner away from the pressures of the new job. Bain
and Company, a management con- sulting firm, illustrates this
approach. It uses a formal standard induction program to
provide specific training and to build cohesiveness and a sense
of identity with the firm. This is supported by excellent
materials on the Bain website that explain the company’s
culture and provide consultants’ journals with valuable
information on the jobs the new recruits will likely hold. In the
program and on the website, information is provided to
reinforce the idea that senior colleagues serve as mentors and
47. techniques yields better socialization experiences.
In a high-involvement organization, socialization is usually an
easier task, as the pro- cess begins before employment, during
the selection process. Most applicants are rigorously screened
with the purpose of discouraging those who may not fit the
culture. For example, at Southwest Airlines, the socialization
process begins well before the applicant is hired. Appli - cants
are exhaustively screened by a number of interviewers. The
interview team does not oversell Southwest but describes both
the advantages and disadvantages of working for the firm. The
purpose is to make sure that the applicant’s values and
objectives mesh with those of the airline.105 The process has
been highly effective, as Southwest’s culture is often given
credit for the company’s success.
Integrating new associates into the organization’s culture is
important, especially for main- taining the culture. Research has
shown that organizations with highly integrative cultures,
whether they are focused on associate development and
harmony or customer orientation and innovation often perform
better than organizations that pay less attention to their
cultures. Cultural Audits
Managers must understand and monitor their organization’s
current culture to develop and effectively manage it.107 Thus, a
cultural audit should be conducted periodically. This type of
audit is an analysis designed to uncover shared values and
48. beliefs in an organization. It should identify the strengths and
weaknesses of the current culture with respect to the support it
pro- vides for the achievement of the organization’s goals.108
The following five steps may be used in conducting a cultural
audit:109
1. Analyze the process and content of the socialization of new
associates and managers (interview those directly involved in
socialization).
2. Analyze responses to critical incidents in the organization’s
history (construct an organizational biography from documents
and interviews of past and present associates and managers).
3. Analyze the values and beliefs of culture creators (founders)
and carriers (current leaders) (observe and/or interview the
founders and current leaders).
4. Explore anomalies or puzzling features discovered in other
analyses (initiate joint problem-solving sessions with current
leaders in the organization).
5. Examine the linkage of the current organizational culture to
its goals.
A cultural audit is a complex and sometimes lengthy process
that should be conducted only after careful planning and
preparation. The results of an audit might indicate a culture that
is not well developed or might disclose the presence of
subcultures. An underdeveloped culture poses less of a problem
than one that is dysfunctional, fully developed, and self-
49. reinforcing, because the less-developed culture can be more
easily influenced and its path altered if necessary.
Subcultures
It is possible for subcultures to develop in an organization,
particularly when no dominant organizational culture exists or
when the organization is diverse and geographically dis-
persed.110 Subcultures are based on values shared by a group
rather than by an organization as a whole. Some of the values of
the subculture are similar to and others are dissimilar from the
organization’s values and the values of other groups. The
existence of subcultures complicates the development and
management of an organizational culture.
In large, diverse organizations, some researchers advocate
viewing organizational culture as a system of integrated
subcultures rather than a unified set of values.111 In such cases,
senior managers need to understand each subculture, ensure that
it is appropriate for its market seg- ment, and decide whether it
fits with critical organizational values. Thus, a manager’s
purpose is to encourage the integration of critical organizational
values in each subculture.
It is possible for a subculture to include values that are counter
to those of the overall organ- ization. Such a counterculture may
be difficult to manage. Although a counterculture often cre- ates
problems, it can also produce positive outcomes. For example, a
counterculture can induce a revolution, forcing change in a
50. staid, outmoded culture. It also may encourage the development
of new and creative ideas not allowed by existing norms of the
organizational culture.112
It is also possible that some subcultures are related to national
culture. This may be even more likely in large countries where
there are several regional cultures that differ in some values
(e.g., China, United States). Research has shown that attributes
of national culture (e.g., extent of collectivism) interact with
managerial actions such as rewards provided to affect how
associ- ates react to the organization (e.g., their commitment to
the organization).113 However, some research has found that
national culture has only a small influence on organizational
culture.114
The Managerial Advice segment provides an example of a misfit
between a key manager and the company’s culture. Bob Nardelli
was hired as CEO of The Home Depot to make some
Finding a Fit at The Home Depot: Going from Misfit to Fit
Research indicates that similaritysystems and controls, and
change was neces-keep the entrepreneurial spirit alive in the
sary in order to accommodate and manage additional growth.
However, Nardelli’s changes conflicted with the Home Depot
culture. After five years with Nardelli as CEO, the company felt
more
in values and goals attracts indi-
viduals to specific organizations. When an individual’s
51. management style and values are not congruent with the organ-
ization’s culture, problems can develop. This
is the reason why problems developed after Home Depot hired
Bob Nardelli as CEO in 2000. Home Depot wanted to remain
adaptive and make some necessary changes to increase stock
prices by bringing in a key individual that the board of directors
felt could accomplish these goals. In addition, the board
believed that Nardelli’s ideas might prompt reflection and help
Home Depot make needed changes to impress investors and
“pump up” its stock price.
In the early years, Home Depot founders Bernie Marcus and
Arthur Blank took it personally if a customer left without
buying something. The Home Depot’slike a military
organization. He embarked
company. Some former executives said that
Nardelli had created a “culture of fear” and a demoralized staff,
which, in turn, caused customer service to wane. Associates did
not embrace the new culture, and some people think that this
was the reason Home Depot struggled with customer
satisfaction and performance in the stock market. Thus, the fit
between an individual and the organization was unsuccessful
and had debilitating effects on the company’s performance. In
early 2007, Nardelli departed the company in a disagreement
with the board of directors.
Frank Blake was selected as the new CEO, and he had a rough
53. caused the company to struggle with its internal
felt it was important to measure everything that occurred in the
company, and he held world’s largest home improvement
retailer.
executives accountable for meeting “their numbers.” The culture
he was trying to create was similar to a hierarchy culture,
emphasizing control, and stability with leaders moni- toring and
organizing in an efficient manner. In making these changes,
Nardelli failed to
In 2014, The Home Depot had 300,000 managers and associates
working in 2,250 stores throughout the United States, Canada,
and Mexico. Its stock price has rebounded, and analysts are
bullish on its future.
changes. He did so, but went further than desired by the board.
His changes strongly revised the culture of the firm, making it
control-oriented, thereby losing the entrepreneurial spirit among
store managers and associates. While Home Depot likely needed
better control systems, Nardelli’s changes went too far.
Although Home Depot has made several positive changes since
Nardelli’s departure, the effects of his tenure as CEO have been
long lasting. The person who replaced him as CEO, Frank
Blake, has rejuvenated the firm and appears to be a much better
fit. This example shows the importance of a person—
organization fit, discussed next.
values
54. Abstract ideals that relate to
changes. He did so, but went further than desired by the board.
His changes strongly revised the culture of the firm, making it
control-oriented, thereby losing the entrepreneurial spirit among
store managers and associates. While Home Depot likely needed
better control systems, Nardelli’s changes went too far.
Although Home Depot has made several positive changes since
Nardelli’s departure, the effects of his tenure as CEO have been
long lasting. The person who replaced him as CEO, Frank
Blake, has rejuvenated the firm and appears to be a much better
fit. This example shows the importance of a person—
organization fit, discussed next.
Person–Organization Fit
As suggested throughout this discussion of structure and
culture, the fit between an individual and the organization has
important implications for satisfaction, commitment, intent to
turn- over, and job performance.115 Values are abstract ideals
related to proper life goals and methods for reaching those
goals. As such, individual values often underlie groups of
attitudes. Although proper life goals and methods people may
have thousands of attitudes, most likely they have only a few -
dozen values.116 Thus, values are more general than attitudes
and form the basis for how we should behave. For example, we
could have the underlying value that family time is highly
important and a corresponding negative attitude toward a
55. colleague who works most nights and many weekends.
Values emerge as individuals mature and as they develop the
ability to form general con- cepts from their accumulated
experiences. Also, during value formation, the value judgments
of people we respect influence the nature of our values. Finally,
as discussed in
Chapter 2, national and ethnic culture affects the development
of values.
Once formed, values serve as frames of reference that help
guide people’s behavior in many different contexts. Values can
be modified or refined as a result of new experiences but are
much more resistant to change than are attitudes. Thus,
individuals will not change their values to join a particular
organization. Rather, they make choices based on the agreement
between their personal values and those of the organization.
Many organizations try to select new associates who share the
values consistent with their organizational culture.
Values develop along two dimensions: (1) the types of personal
goals that one ought to have and (2) the types of behaviors that
one ought to use in reaching those goals.117 These two
dimensions are sometimes referred to as the end–means
dimensions of values. Thus, individu- als may develop an end
value that they should seek a life of prosperity and a means
value that they should be ambitious and hardworking to achieve
that goal. These values complement each other by specifying a
56. general goal in life and identifying acceptable behaviors for
reaching it. A list of “end” values and “means” values is shown
in Exhibit 13-9.
Research has shown that basic personal values affect individual
reactions to job situa- tions.118 Our satisfaction with the type
of work we do, the rules imposed by the organization, career
advancement opportunities, and other organizational factors are
evaluated in terms of our values. Workers’ reactions to jobs in
different cultures may vary because of differing basic value
systems. For example, the basic value systems in the United
States emphasize self-reliance and initiative, whereas in Japan,
basic value systems emphasize self-sacrifice, obedience, and
cooperation. As explained in Chapter 3, this difference has
implications for how high- involvement management systems
should be designed and implemented in different cultures.
When an individual’s values and preferences do not fit
prevailing structural arrangements, she may be a less-satisfied
and a less-positive contributor to the organization. Similarly,
and perhaps more importantly, when an individual’s values are
not congruent with the organiza- tion’s culture, problems are
likely to develop. In fact, when the lack of fit is between the
CEO and the organization’s culture, the problems are likely to
be more severe, as in the case of The Home Depot and Bob
Nardelli. The outcomes are consistent with a great deal of
research suggesting that similarity in values and goals attracts
57. individuals to one another and to organ- izations.119 Job
applicants as well as associates and managers in an organization
should assess
Source: Adapted from M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973
applicant fit with structure and culture prior to making final
employment decisions. Selection for fit is a key aspect of high-
involvement management, as discussed in Chapter 1.
Interestingly, socialization can bridge some differences between
newcomer preferences and organizational structure and between
newcomer values and organizational culture. Socialization
achieves this function by highlighting how a person’s
preferences and values may fit in unseen or partial ways. To
some small degree, socialization also may alter a newcomer’s
preferences. In one study based on the socialization framework
presented earlier, individuals exposed to strong social - ization
efforts exhibited more congruence between their personal
attributes and the organization’s structure and culture. (This
was true even after taking into account the initial level of
congruence.)120
Although personal fit with structure and culture is important,
two issues must be addressed. First, an organization that hires
only those who fit existing organizational characteristics may
find it difficult to make major changes when they become
58. necessary.121 With individuals throughout the organization
sharing preferences and values, the organization may be
resistant to change. To remain adaptive, an organiza tion may
want to hire a few key individuals who do not fit. Their ideas
may prompt reflection and thereby help the organization to
change if necessary. These issues are addressed more fully in
Chapter 14. Second, an organization that hires only those who
fit may inadvertently discriminate against minorities or foreign
nationals.122 Such an organization fails to experience the
benefits from having a multicultural workforce, as discussed in
Chapter 2. Perhaps the best advice is to hire for fit, but with a
relatively broad definition of fit, allowing exceptions and a
specific plan for nurturing the exceptions, no matter what their
differences.
THE STRATEGIC LENS
We have emphasized that anrivals have tried to imitate their
strategy butintegrate it with their firm. They must also act
have been unable to reproduce their success. These competitors
are unable to imitate the culture of Google and IDEO, which
takes strong advantage of their high-quality associ- ates and
managers. A strategy will be only as effective as its
implementation. If the strategy is well formulated, and the
structure and the culture fit the strategy well, the organization
will achieve higher performance. Congru- ence among strategy,
structure, and culture is necessary to achieve the highest
59. possible organization performance.
Culture’s effects on strategy are also often evident in mergers
and acquisitions. Many mergers between companies fail. Often,
these failures occur not because of financial or technical
problems but because the companies involved have vastly
different organizational cultures.124 One company may be
entrepreneurial and flexible, for example, whereas the other
may be tradi- tional and rigid. Merging these two cultures is
problematic, at the least.
Therefore, senior managers who plan to acquire another firm
should understand the
target firm’s culture and what must be done to
organization’s structure and cul-
ture play important roles in the implementation of its strategy.
For example, if an organization’s business strategy is to be a
“first mover” in the market, it must be innovative in order to
develop and introduce new products before competitors do so.
To be entrepreneurial and innovative, the organiza- tion likely
needs an organic structure, one that is flexible and
decentralized. A centralized mechanistic structure generally
does not allow managers and associates the freedom to be
creative and take the risks necessary to iden- tify market
opportunities and develop inno- vative products. Similarly, the
culture of the organization must allow for the use of intuition
and risk-taking behaviors because associates and managers
60. should not be afraid of making errors or failing. To be
successful over time, most organizations must be ambidextrous.
In this chapter, we mentioned that Google and IDEO have been
highly success- ful because of their culture and their ability to
hire new associates and managers who fit well with the culture.
These companies are
following a differentiation strategy. Many
immediately after the completion of the acqui- sition to merge
the cultures. Doing so will require developing shared values
between the two firms. Cisco Systems is well known for its
ability to integrate acquisitions.125 Cisco assigns key people to
preacquisition integra- tion teams and carefully includes
individuals from the firm being acquired.
Critical Thinking Questions
1. Consider an organization of which you are a member or an
associate. What is the structure in this organization? Is it
centralized or decentralized? Is it organic and flexible? How
would you change the structure in this organization to make it
more effective?
2. How would you describe the culture in the organization
identified in your answer to question 1? How does the culture
affect members’ behavior in the organization?
3. When you become a manager, what type of culture will you
establish in your unit? What values do you want to emphasize?
Why?
61. ? back to the knowledge objectives
1. Compare and contrast the structural and structuring aspects
of organizational structure.
2. Assume you manage a firm with three substantially different
product lines. A differentiation strategy is used for each
product line. What structure choices would you make, and why?
3. Assume you manage a small R&D department. When making
choices concerning structure, would you be more con-
cerned about the external environment, more concerned about
technology, or equally concerned about the external
environment and technology? Explain your answer.
4. What are the four types of culture in the competing values
model? In which would you prefer to work, and why?
5. What is socialization? Describe a situation in which you were
socialized into an organization (a club, a business firm,
a church, or a volunteer organization).
6. What is a cultural audit? Why should organizations conduct
cultural audits?
7. How does an organization ensure a fit between its associates’
values and its organizational culture?
What This Chapter Adds to Your Knowledge Portfolio
In this chapter, we described several aspects of structure and
explained how strategy, environment, technology, and firm size
influence structure. We also discussed the competing values
cul- ture framework, as well as socialization, subcultures, and
62. cultural audits. Person–organization fit has also been addressed.
In sum- mary, we have made the following points:
•Organizational structure is the formal system of work roles and
authority relationships that govern how associates and managers
interact with one another. Structure can be described using
structural characteristics, which determine the shape and
appearance of an organization’s hierarchy. These characteristics
include height, spans of control, and departmentalization
(functional versus divisional grouping of resources). Structure
can also be described using structuring characteristics, which
directly prescribe behavior. These include centralization (the
amount of decision authority held at the top of the
organization), standardization (the existence of rules and
standard operating procedures), formalization (the degree to
which rules and procedures exist in written form), and
specialization (the degree to which associates and managers
have narrow jobs). Modern organizations tend to emphasize
configurations of structural and structuring characteristics that
yield a reasonable amount of freedom for lower-level managers
and associates.
• Strategy plays an important role in organizational structure.
Corporate strategy corresponds to the emphasis placed on
growth and diversification in a firm. An emphasis on growth
through internal development suggests the need for substantial
research and development and marketing departments. An