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Organizational structure
The document discusses organizational culture, describing it as shared values, principles, traditions, and ways of doing things that influence employee behavior. It identifies dimensions of culture like innovation, detail orientation, and teamwork. Strong cultures have widely shared values that guide behavior, while weak cultures lack shared values. Culture is shaped by founders and management practices, and learned through stories, rituals, symbols and language. Culture affects managerial functions like planning, organizing, and leading. Current issues relate to ethics, innovation, customers and diversity. The external environment and stakeholders also influence organizational culture.
Organizational structure
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- 2. Organizational Culture OrganizationalCulture represents shared values, principles, traditions and ways of doing things that influence the way organizational members act. Perceptive Descriptive Shared COMSATS, Lahore Campus 2
- 3. Dimensions of OrganizationalCulture Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability COMSATS, Lahore Campus 3
- 4. Strong Culture VsWeek Culture Strong Culture Week Culture Values widely shared Values limited to a few people-usually top management Culture conveys consistent messages Culture sends contradictory messages about what’s important about what’s important Most employees can tell stories about Employees have little knowledge of company history/heroes company history or heroes Employees strongly identify with Employees have little identification culture with culture Strong connection between shared Little connection between shared values values and behavior and behavior COMSATS, Lahore Campus 4
- 5. Source of Culture Company founders….vision for company….installing culture Small size companies can easily implement founder’s vision Management practices reinforce organizational culture i.e. selection criteria Top management actions… Risk-taking Hospitality Team work Socialization Process COMSATS, Lahore Campus 5
- 6. How Employees LearnCulture Stories Rituals Material Symbols Language COMSATS, Lahore Campus 6
- 7. How Culture AffectsManagers Function Description Planning The degree of risk that plans should contain Whether plans should be developed by individuals or teams The degree of environmental scanning in which management will engage Organizing How much autonomy should be designed into employees’ job Whether tasks should be done by individuals or in teams The degree to which department managers interact with each other Leading The degree to which managers are concerned with increasing employee job satisfaction What leadership style are appropriate Whether all disagreements__even constructive ones__should be eliminated. Controlling Whether to impose external controls or to allow employees to control their own actions What criteria should be emphasized in employee performance evaluations What repercussions will occur from exceeding one’s budget COMSATS, Lahore Campus 7
- 8. Current Issues InOrganizational Culture Ethical culture Innovative culture Customer responsive culture Diversity supportive culture Spirituality and culture COMSATS, Lahore Campus 8
- 9. External Environment Thecombination of factors and forces that effect business processes for an organization determine external environment. Specific environment Customers Suppliers Competitors Pressure groups General environment Economic conditions Political conditions Legal conditions Sociocultural conditions Demographic conditions Technological conditions Global conditions COMSATS, Lahore Campus 9
- 10. Environment and Managers Degree of Change Stable Dynamic Stable & Predictable environment Dynamic & unpredictable Few components in environment environment Components are similar and Few components in environment Simple remain basically the same Components are somewhat similar Degree of Complexity Minima need for sophisticated but are continually changing knowledge of components Minimal need for sophisticated knowledge of components Stable & Predictable environment Dynamic and unpredictable Many components in environment environment Many components in environment Complex Components are not similar to Components are not similar to one one another and remain basically another and are continually the same changing High need for sophisticated High need for sophisticated knowledge of components knowledge of components COMSATS, Lahore Campus 10
- 11. Managing Stakeholder Relationships Communities Employees Customers Unions Trade & Industry Social & Political Associations Action Groups Organization Suppliers Shareholders Media Governments Competitors COMSATS, Lahore Campus 11