Lecture Organizational behavior – Chapter 13: Developing organizational culture and structures

The contents of this chapter include all of the following: Creating an organizational culture; prioritizing a form of organizational culture; aligning culture with structure, technology and strategy; combining the pieces to make four organizational types.

13 Developing Organizational Cultures and Structures

l Neubet & DyckˆS OrgamizaHional

Behavior

Chapter Navigator

» Creating an Organizational Culture

> Prioritizing a Form of Organizational Culture

» Aligning Culture With Structure, Technology and

strategy

» Combining The Pieces To Make Four Organizational

Types

Creating an organizational culture

Combining the pieces

to make one of the four organization types

Prioritizing a form

of organizational culture

Aligning culture with structure, technology, and strategy

FIGURE 13.1 Overview of Four Parts of the Chapter

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Creating an Organizational Culture

» Organization Type

> Culture Creation By Leaders

> Socialization

» Strong versus Weak Culture

Pniontizing aFormof Organizational Culture

» What an Organizational Culture Does

» Clan Organizational Culture

» Hierarchy Organizational Culture

» Adhocracy Organizational Culture

» Market Organizational Culture

Clan and Hierarchy Organizational Cultures

» What is Clan Culture?

» Examples of Clan Culture

» Conventional versus Sustainable Clan Culture

» What is Hierarchy Culture?

» Examples of Hierarchy Culture

Adhocracy and Market Organizational

"`"

> Examples of Adhocracy Culture

> Conventional versus Sustainable Adhocracy Culture

» What is Market Culture?

» Examples of Market Culture

FLEXIBILITY AND VARIETY

(Create)

innovating, risk-taking, bringing

new products and services to

PREDICTABILITY AND CONTROL

FIGURE 13.2 The Competing Values Framework: Key Assumptions and Values Associated with Four Basic Organizational Cultures

Source: Adapted from Cameron, K S., & Quinn, R E (2011) Diagnosing and changing organizational culture: Based

on the Competing Values Framework (3 ed.) San Francisco, CA: Jossey-Bass

Ropyright ©2014 John Wiley & Sons, Inc.

Solos! FIGURE 13.3 Structure, Technology, and Strategy Aligned with Four Basic Organizational Cultures “TS

FLEXIBILITY AND VARIETY

Source: Adapted from Cameron, K S., & Quinn, R E (2011) Diagnosing and changing organizational culture: Based

on the Competing Values Framework (3 ed.) San Francisco, CA: Jossey-Bass

Ropyright ©2014 John Wiley & Sons, Inc.

Aligning Culture With Structure, Technology

» Organizational Structure

>» Technology

> Strategy

» Conventional and Sustainable OB Approaches: Structure, Technology and Strategy

Aligning Culture With Structure

» Mechanistic Structure

> Organic Structure

» Inward-Facing Structures

» Outward-Facing Structures

» Conventional Organizational Structure and Their

FIGURE 13.4 The Two Basic Kinds of Conventional Organization Structure and Their Characteristics

© Highly formalized Standardization ¢ Low

© High/narrow Specialization © Low/broad

© Centralized Centralization © Decentralized

¢ Functional Departmentalization © Divisional

Ropyright ©2014 John Wiley & Sons, Inc.

Improve operations with and Improve relationships and links for stakeholders inside the Experimentation with stakeholders outside the organization organization

Focus on opportunities with Focus on opportunities with and for stakeholders inside Sensitization and for stakeholders outside the organization the organization

Respect co-workers Dignification Respect external stakeholders

Include all members Participation Include external stakeholders

FIGURE 13.5 A Continuum Showing the Two Basic Kinds of Sustainable Organization Structure

Ropyright ©2014 John Wiley & Sons, Inc.

Aligning Culture With Technology

>» Technology

> Task Analyzability

> Task Variety

» Routine and Engineering Technologies

» Nonroutine and Craft Technologies

Aligning Culture With Strategy

» Cost Leadership

> Ditferentiation

» Focus

>» Minimizer

>» Transformer

Combining The Pieces to Make Four

> The Simple Type

» The Defender Type

» The Prospector Type

» The Analyzer Type

The Simple and Defender Types

» Conventional Simple Type

>» Voluntary Simplicity Type

» Conventional Defender Type

» Sustainable Defender Type

The Prospector and Analyzer Types

» Conventional Prospector Type

» Sustainable Prospector Types

» Conventional Analyzer Type

» Sustainable Analyzer Type

FIGURE 13.6 Combining the Pieces: Four Basic Organizational Types O _-_-_-_-_-_-_-_- _-

FLEXIBILITY AND VARIETY

Source: Adapted from and building on Cameron, K S., & Quinn, R E (2011) Diagnosing and changing

organizational culture: Based on the Competing Values Framework (3 ed.) San Francisco, CA: Jossey-Bass

Ropyright ©2014 John Wiley & Sons, Inc.