作者：REGINA INYANG 2 年以前
121
Chapter 11- Organizational Structure
Organizational structure involves a complex interplay of various elements that shape the culture within a company. Artifacts such as stories, physical structures, rituals, ceremonies, and language form the visible layer of this culture.
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Chapter 11- Organizational Structure ideals, expected conduct, and societal circumstances The way through which persons gain knowledge of within the institution. knowledge necessary for their duties Organizational Socialization Stages socialization Elements of Organizational culture Organizational culture -Implicit mental models,idea protoypes of behaviour -Unconscious,taken for granted beliefs Shared assumptions -Evaluate what is good or bad, right or wrong -Conscious beliefs Shared values Artifacts of organizational culture Stories and legends Rituals and ceremonies Language Physical structure Organizational function Organizational identity - Give members an organizational identity Social system stability - Promote social system stability Sense-making device -Shape behavior by helping members make sense of their surroundings Collective commitment -Facilitate collective commitment Organizational culture profile Organizational Culture Dimensions Aggressiveness Outcome orientation Respect for people Stability Innovation Attention to detail Team orientation Dimensions characteristics Competitive, low emphasis on social responsibility Collaboration, people-oriented Precise, analytic Action oriented, high expectations, results oriented Fairness, tolerance Predictability, security, rule-oriented Experimenting, opportunity seeking, risk taking, few rules, low cautiousness The Importance of Organizational Culture Contigencies of Organizational Culture & Effectiveness Create an adaptive culture
External focus, process focus, ownership, proactive Avoid strength to level of corporate cult
Cults restrict mental models, suppress subcultures Ensure culture-environment fit Strengthening Organizational Culture External contraction is selling off elements of the firm Attracting, selecting and socializing employees Actions of founders and leaders Aligning Artifacts Introducing culturally consistent rewards
