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.

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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

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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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Pniontizing aFormof Organizational Culture » What an Organizational Culture Does

» Clan Organizational Culture

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Clan and Hierarchy Organizational Cultures » What is Clan Culture?

» Examples of Clan Culture

» Conventional versus Sustainable Clan Culture » What is Hierarchy Culture?

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Adhocracy and Market Organizational

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> Examples of Adhocracy Culture

> Conventional versus Sustainable Adhocracy Culture » What is Market Culture?

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FLEXIBILITY AND VARIETY

(Create)

innovating, risk-taking, bringing

new products and services to INTERNAL FOCUS Sñ203 TIYNH31X3

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

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

FLEXIBILITY AND VARIETY

INTERNAL

FOCUS

Sñ203

TIVNM31X3

PREDICTABILITY AND CONTROL

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

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Aligning Culture With Structure, Technology » Organizational Structure

>» Technology

> Strategy

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

â Highly formalized Standardization  Low © High/narrow Specialization © Low/broad © Centralized Centralization â Decentralized  Functional Departmentalization â Divisional

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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

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Aligning Culture With Technology

>» Technology

> Task Analyzability

> Task Variety

» Routine and Engineering Technologies

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Combining The Pieces to Make Four > The Simple Type

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The Simple and Defender Types » Conventional Simple Type

>» Voluntary Simplicity Type

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The Prospector and Analyzer Types » Conventional Prospector Type

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

FLEXIBILITY AND VARIETY INTERNAL FOCUS SNIO4 WN YALXS

PREDICTABILITY AND CONTROL

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