...Understand the relationship between Organization structure and Culture: 1.1 Tall Organization Structure: It is a pyramid shape structure characterized with large number of levels of middle management. The structure of hierarchy increases with less span of control at each level. Opportunities provided for career progression and promotion is high. It is more complex and complicated in nature. It is bureaucratic in nature. Each level of structure may have different style of working, different rules and procedures. Though line of communication is short and clear but decision making could be slow due to many levels of hierarchy. Maintenance of tall structure requires high cost due to number of manpower required. It is common in organizations where decisions are taken at lower level. Flat Organization Structure: Flat structure is less number of management levels and is also called as horizontal structure. Decision making process is decentralized. Level of responsibility is high at base level. Top management directly communicate with the base employees. Similarly, employees provide their feedback and suggestions to the top management that improvise the decision making and increase the productivity. Lines of communication are short. It may result into heavy workload on employees. It incurs low cost. Such kind of structure is mainly seen at small business organization. Centralized and Decentralized Structure: In Centralized structure, decisions are taken by top management. It is...
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...Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you! A. Company Culture | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with no detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with limited detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | There are two components that should be included in your response to this prompt. First, you should categorize the symphony and the opera into one of the four cultures represented in the competing values framework (i.e. adhocracy, clan, market, hierarchy) and you should provide support...
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...Effective Communications Paper Your Name Course # Date Instructor: Today’s growing businesses are often requiring employees to work in teams to meet project deadlines. Working in teams comes with many benefits, such as building employee relationships and knowledge sharing. Unfortunately, teamwork has its negative aspects, such as tension or anxiety, which almost always derives from poor communication. Effective communication within an organization often determines an organizations fate. This article gives an overview of effective communication through knowledge sharing, effective and ineffective techniques, using effective techniques in a health care environment, and technological impacts. Effective Knowledge Sharing Techniques Knowledge is often seen as a rich form of information. This differentiation, however, is not terribly helpful. A more useful definition of knowledge is that it is about know-how and know-why. A metaphor is that of a cake. An analysis of its molecular constituents is data – for most purposes not very useful – one may not even be able to tell it were a cake. A list of ingredients is information – more useful – an experienced cook could probably make the cake – the data has been given context. The recipe though would be knowledge – written knowledge - explicit knowledge – it tells how to make the cake. An inexperienced cook however, even with the recipe might not make a good cake. A person, though, with relevant knowledge, experience...
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...Catalog 1. Introduction 1 2.Identify the purposes of different types of organisation. 2 2.1 Differentiate the types of organizations 2 2.2 Describe the purposes of the organizations separately 3 2.3 Analyze the purpose of The Body Shop 3 2.4 Summary 4 3.Describe the extent to which an organisation meets the objectives of different stakeholders 4 3.1 Analyze the stakeholders' needs in The Body Shop 4 3.2 Describe how managers meet the interests of various stakeholders 5 3.3 Summary 5 4.Explain the responsibilities of an organisation and strategies employed to meet them. 5 4.1 Explain the responsibilities of an organization in theory 5 4.2 Analyze the responsibilities and strategies which are committed by The Body Shop. 6 4.3 Summary 7 5.Explain how market structures determine the pricing and output decisions of businesses 7 5.1 Identify the four types of market structures 8 5.2 Analyze which market structure The Body Shop belongs to 9 5.3 Summary 10 6.Illustrate the way in which market forces shape organizational responses using examples 10 6.1 Identify the five forces and explain how they impact on competition 11 6.2 Illustrate the relationship between market forces and The Body Shop's responses 12 6.3 Summary 12 7.Judge how the business and cultural environments affects organisation 12 7.1Give an understanding of how "business" and "cultural" affects The Body Shop 13 7.2Show why "business" and "cultural" environments...
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...Cisco Systems (2001): Building and Sustaining a Customer-Centric Culture Introduction/General Problem Statement: Doug Allred was Vice President of Customer Advocacy organization of the Cisco’s corporation. This organization was erected to consolidated all functions that directly touched the customer but sales to provide high-quality customer service. Since August 2001, the IT market turned down and brought severe challenges to Cisco as the company had to lay off 18% of its employees and reorganized its structure, transforming from decentralized organizational structure with three business units to centralized organization. However, these changes stabilized the volatile situation of the economy but threatened Cisco’s customer focus, a key element of its competitive advantage and a principle of its core operating processes. In order to overcome the disharmony between the structure and the culture, Cisco introduced a Customer Focus Initiative to hold the favor of its key customers. Nevertheless, Allred had no confidence that this action would fix the perceived gap between the structure and the culture. Situation Analysis: The main problem in this case is that how to keep enough resources to be used on the customer focus, which is the core component of the Cisco Company, under the reintegrated decentralized structure. At the beginning of the establishment of Cisco, Lerner, who is one of the founders, “realized that success was developing cutting-edge technology that...
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...Chapter 1: business organisation Organisation: * Social arrangements: have structure which enables people to work together towards the common goals. Larger organisation have formal structure, small organisations divide up the responsibilities between the concerned people. * Controlled performance: have systems and procedures to ensure that goals are achieved. * Collective goals: school main goal is to educate pupils while company goal is to make profits. “Organisations are social arrangements for controlled performance of collective goals”. (Buchanan and Huczynski) Need of the organisation: Organisation enables people to: * Share skills and knowledge * Specialise and * Pool resources Types of organisation: A. PROFIT/NON-PROFIT a) Profit seeking organisation: Organisation like partnerships and company’s main objective is to maximise the wealth of their owners. The objective of wealth of maximisation is to: Continue its existence Maintain growth and development Make a profit. b) Not for profit organisation( NFP OR NPO): SEEK to satisfy particular needs of their members or the sector of the society. NFP include: Government departments and agencies Schools Hospitals Charities Clubs Specific category of NFP is a mutual organistion. Mutual organisation is voluntarily not-for-profit association formed for the purpose of raising funds by subscriptions of members. Mutual organisation includes: Building societies Trade unions ...
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...Creating an effective organisational structure A Coca-Cola Great Britain case study Page 1: Introduction The Coca-Cola Company is truly global, and its main product is recognised and consumed worldwide. The Company organises and structures itself in a way that reflects that fact. At the same time, the Company looks to meet the particular needs of regional markets sensitively and its structure also needs to reflect that fact. This Case Study illustrates the way in which the Company has built an organisational structure that is robust and yet also flexible enough to meet these particular requirements. A global and local strategy The Coca-Cola Company is the world's largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world's top five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite. The success of The Coca-Cola Company revolves around five main factors: 1. A unique and recognised brand - Coca-Cola is among the most recognised trade marks around the globe 2. Quality - consistently offering consumers products of the highest quality 3. Marketing - delivering creative and innovative marketing programmes worldwide 4. Global availability - Coca-Cola products are bottled and distributed worldwide 5. Ongoing innovation - continually providing consumers with new product offerings e.g. Diet Coke (1982), Coca-Cola Vanilla (2002). The illustration shows the worldwide distribution of sales of...
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...1. What is the definition of a team? A. Employees jointly responsible to meet a goal B. Collection of people working towards a common goal C. A group who follows the same rules D. Employees working towards their specific goals Incorrect : A team is a group responsible for creating, managing, and changing rules to meet a goal” (Jones, 2007, p. 223). Materials Creating High-Performing Groups and Teams 2. What are teams grouped by areas of expertise? A. Cross-functional B. Functional C. Virtual D. Top management Correct : Functional teams are typically sub-groups with a particular specialization who work within the same departments. Materials Types of Groups and Teams 3. A company who desires to develop new or improved products would fit best with what type of team? A. Cross-functional B. Top management C. Virtual D. Functional Correct : Cross-functional teams consist of members from various functions, such as marketing, manufacturing, and R&D, to focus on each element of a new idea or innovation. Materials Types of Groups and Teams Concept: Organizational Functions Mastery 67% Questions 456 Materials on the concept: Conflict, Bargaining, and Negotiation High-Performing Groups and Teams Types of Groups and Teams 4. What does the amount of conflict in an organization signal? A. Managers value conformity B. Openness to new ideas C. Performance goals are not clear D. Indecision by top management ...
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...operation and ensure that it meets the organization’s strategic goals. The COO is newly appointed and the biggest challenge he faces is having the new teams adjust to new leadership and the style that he brings along to meet the demands of the organization’s plan. Recommendation for Restructure Up until now the operations of the e-tailing department was coordinated through the project manager however with the changes to the project manager and his six web development team members the structure will now change since the COO is now in charge. By aligning the COO with the Logistics Manager the door is open for the web development team to feel more confident in the decisions the team is making and they will feel like they are becoming a valuable part of the e-tailing division. The Marketing Manager will be a great asset to help keep the team motivated in the marketing area by utilizing their ability to focus on the CEO’s goals of customer improvement by one hundred percent. The Marketing Manager is eager to achieve those goals and with the proper training tools he believes that he can work with the COO on that strategy. One of the key working components of restructuring the teams are to included metric base performance measures to show that teams that their work is valued and will be measured and compensated accordingly to meet the strategic goal of Smith and Falmouth. Current Cultures of the Organization According to Reh (2012), Company culture is important because it...
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...best implement their strategies in single-industry firms in order to achieve a competitive advantage and superior performance. First, the main elements of strategy implementation—structure, control systems, and culture—are analyzed in detail, focusing on the way they work together to create an organizing framework. Then the chapter turns to the topic of using structure, control, and culture at the functional level to build distinctive competencies. After that, the chapter addresses the challenges of implementing the generic business strategies of cost leadership or differentiation in a single industry. The final section covers restructuring and reengineering, two strategies that single-business firms can use to improve corporate performance. The next chapter takes up where this one leaves off and examines strategy implementation across industries and across countries—that is, implementing corporate and global strategy in firms that compete in more than one industry. Teaching Objectives 1. Introduce the main elements of strategy implementation—structure, control systems, and culture—and their relationships to each other. 2. Demonstrate how structure, control, and culture can build distinctive competencies at the functional level. 3. Describe the use of structure, control, and culture in implementing a single-business firm’s generic business strategy. 4. Discuss the use of restructuring and reengineering in improving the performance of a single-business firm...
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...Section (1) Organizational structure…………................................................................. 3 Organizational culture……………………………………………………………………………. 5 Individual behavior at work……………………………………………………………………. 6 Section (2) Management approaches………………………………………………………………………... 6 Section (3) Motivational theories………………………………………………………………………………. 8 Leadership styles……………………………………………………………………………………… 10 Section (4) Nature of groups and group behavior……………………………………………………. 11 Technology and teams……………………………………………………………………………. 12 Executive summary In this Report we will be looking at KUK diagnostics LTD’s as an organization and comparing it to Apple Inc., to get a better understanding of organizational behavior. This will include overviews and analysis of structure, culture, leadership and management, motivation and groups and teams. Section (1) Organizational structure and culture Organizational structure KUK diagnostics operates in a flat structure, as this is ideal for small businesses, where the span of control is wide due to short chain of command from manager(s) to employees and fewer or no layers of management, which makes decision making quicker and easier for the manager, a flat structure also allows employees to engage in the decision making process, which in turn will result in productivity from employees in the organization, as they share more responsibilities and duties than an employee working under a tall hierarchy structure were its more formal...
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...1. When we read the case study, the Ratchetts’ Ltd can simplified separate to two large teams that are car sales and after sales. One team is also within three different types of group. How can we distinction the team and group in that case? People think team and group that means can interchange to each other. So that they always misunderstand team and group the definition. Team and group are always making us complicate when we use it. If you want to make distinctions clearly, we are always following some theories to help them classified the team and group. Let us discuss as the below: * Team – Occur when a small number of members with shared leadership, who perform interdependent jobs with individual and mutual accountability of group members, become together evaluation and discussion problem, making decision for solving the problem at the planning, and reward. In practice meaning, the full tension and counter-balance of human behaviour will need to be demonstrated in the team. Related to the case Ratchetts Ltd has three departments team: Car sales and After-sale separate with service and parts. Car sales team mangers whose lead their team individual and mutual accountability of three groups, and also need to solve out the problem. For example: Car sales manager has to solve the problem with new-car sales department members argue after-car sales department can make profit more than them and others arguments is within the customer is belongs to who? * Group –...
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...seem to be a high focus on sustainability, sustainable development and sustainable work systems. Within the context of work organization and organizational behavior, sustainability refers to the continuous development of individuals, teams and organizations. Sustainable work systems relates to the understanding, designing and development of the basic elements that form culture and organization culture, what influences it, and how work systems are influenced by it. Through this assignment, an attempt has been made to study how organization structure, culture and leadership play a critical role when it comes to individual, group and organization’s sustainable effectiveness. The most appropriate structure for an organization depends on its context in terms of goals, environment, technology, size and culture. And the culture of an organization is like air; it is everywhere we look, and it touches everything that goes on in organizations. Organization culture is both the cause and an effect of organization behavior. A strong culture powerfully shape an organization’s long term success. The culture of an organization is greatly influenced by the leadership within the organization. Leadership provides a direction to a group of diverse people to work together for a common goal. Leadership enhances the effectiveness at individual, group and the organization levels. At the core, leadership is about the management of interpersonal processes. Developing the organizational...
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...CULTURE http://www.managementstudyguide.com/charles-handy-model.htm Charles Handy Model of Organization Culture inShare1 Tweet What is an organization ?An organization is a setup where individuals (employees) come together to work for a common goal. It is essential for the employees to work in close coordination, deliver their level bests and achieve the targets within the stipulated time frame for the smooth functioning of the organization.Every organization has certain values and follows some policies and guidelines which differentiate it from others. The principles and beliefs of any organization form its culture. The organization culture decides the way employees interact amongst themselves as well as external parties. No two organizations can have the same culture and it is essential for the employees to adjust well in their organization’s culture to enjoy their work and stay stress-free.Several models have been proposed till date explaining the organization culture, one of them being the Charles Handy model. | | Who is Charles Handy ? Charles Handy born in 1932 in Ireland is a well-known philosopher who has specialized in organization culture. According to Charles Handy’s model, there are four types of culture which the organizations follow: Let us understand them in detail: 1. Power There are some organizations where the power remains in the hands of only few people and only they are authorized to take decisions. They...
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...Throughout this Case Study, there were a multitude of organizational culture factors and the leaderships response to these differing cultural values which led to the extreme culture clash experienced by both B-MED and MM Healthcare. Due to its vertical hierarchy and Bureaucratic leadership style, B-MED significantly lacked inspiration and risk taking, as they were fearful of punishment and lacked autonomy in making decisions. Subsequently, MM Healthcare was built on a flat organizational structure that gave employees a sense of ownership and empowerment over their decisions. Considering that Samuels’ operations seemed to be much more results oriented, he failed to focus on the processes leading to his outcomes, which only worked when his company...
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