Organizational structure and culture 3 essay

Organizational culture is a set of shared values, the unwritten rules which are often taken for granted, that guide the employees towards acceptable and rewarding behavior.

Organizational structure and culture 3 essay

Organizational structure[ edit ] In flat organizations, the number of people directly supervised by each manager is large, and the number of people in the chain of command above one is small.

Moreover, managers in a flat organization rely less on guidance from superiors because the number of superiors above the manager is limited.

This structure is generally possible only in smaller organizations or individual units within larger organizations. Having reached a critical size, organizations can retain a streamlined structure but cannot keep a completely flat manager-to-staff relationship without impacting productivity.

A company would not have to give a raise or promotion, based on service length but on greater productivity.

Organizational structure and culture 3 essay

Also eliminating certain departments from the payroll means saving money. The flat organization model promotes employee involvement through a decentralized decision-making process. By elevating the level of responsibility of baseline employees and eliminating layers of middle managementcomments and feedback reach all personnel involved in decisions more quickly.

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Expected response to customer feedback becomes more rapid. Self-managing teams[ edit ] A "strong form" of flat organization is an organization with no middle management at all.

Very small businesses may lack middle managers because there are too few staff to justify hiring middle managers; in this type of organization, the business owner or the CEO may perform some of the functions performed by middle managers in larger organizations. However, some organizations do not take on middle managers even as they become larger, and remain extremely flat.

An organization which has self-managing teams, that organize their own work without the need for a middle manager or supervisor above the team, may meet or closely approximate this model.

This can cause conflict with people whose career path expectations include a promotionwhich may not be available within the organization due to its flat structure. However, due to the fact that significant responsibilities are given to the team members themselves, if a team collectively arrives at the view that the procedures it is following are outdated, or could be improved, it may be able to change them.

Examples that demonstrate the main reasons why workplace diversity is important Identify three examples that demonstrate the main reasons why workplace diversity is important to a company’s culture and performance. Describe one workplace situation where your supervisor or coworker motivated you to perform better for the organization. Explain the situation, how you felt up to [ ]. Essay on Fedex Organizational Structure; Essay on Fedex Organizational Structure. Words Aug 21st, 15 Pages. Show More. ORGANIZATION STRUCTURE Maggi oyster Organizational culture of Nestle Human resource including all positions of all functions in all affiliates is considered to be the most important property in Nestle, . Current Organizational Design The current organizational structure of the medical center is a matrix design. The upper administration consists of a chief nursing officer, chief financial officer, and an assistant administrator.

If executive management is not involved in the decision, or merely rubber-stamps it, this might be an example of consensus decision-making or workplace democracy at the level of a team - or group of teams, if multiple teams are involved in the decision.

The foremost example of a company with self-managing teams is Valve Corporationwhich also has rotating, not permanent, team leaders - which Valve terms "group contributors", in recognition of the fact that contributing individually and leading at Valve form a spectrum, not a binary dichotomy.

This is known as open allocationand means that employees can switch to another team at any time, no questions asked; all desks are on wheels to make this easy. Cliff Oswick from Cass Business Schoolwho has studied Valve and other examples of "non-leadership", believes that Valve works because it hires high-calibre people who are a good fit for the leaderless environment, and because it was founded as a flat organization from the outset, so that new hires always knew what they were getting into.

Reaktora Finnish software and design consultancy with employees has a flat hierarchy and self-managing teams, and also shares all the relevant business numbers with all of their employees. However, in response to criticism, GitHub introduced a layer of middle management in The Morning Star Companywhich has no supervising managers.

What is Organizational Culture?

Related business concepts[ edit ] In technology, agile development involves teams self-managing to a large extent though agile development is commonly still practised within a hierarchical organization, which means that certain types of decisions such as hiring, firing, and pay rises remain the prerogative of managers.

In scruman agile framework, team members assign work to be done among themselves, either by free choice or by consensus. The scrum master role in scrum is not a management role as such, but is a role that involves helping to remove obstacles to forward progress, and ensuring that the basic scrum framework is adhered to by all parties, inside and outside the team - both aspects of the role being more akin to facilitation than to top-down micromanagement.

Agile frameworks such as scrum have also begun being used in non-technology companies and organizations. Criticisms[ edit ] Drawing on Jo Freeman 's famous essay The Tyranny of StructurelessnessKlint Finley has argued that "bossless" companies like Valve might suffer from problems related to the appropriate handling of grievancesthe formation of informal cliques, the " soft power " of popular employees, un professional and sexist attitudes, and lack of workplace diversity.

Suzanne Baker argues that new power dynamics can emerge that undermine the equality afforded by a non-hierarchical context. When an organization decides to no longer place value on a person's position, Baker suggests that new hierarchies based on personality type, skill set, and communication style can emerge.

If these hierarchies don't get acknowledged, it is much more difficult to address the emergence of a new hierarchy because they remain implicit or undetected. Some co-operatives use flat organization, but some do not.Nestle's Organizational Structure Essay oyster Organizational culture of Nestle Human resource including all positions of all functions in all affiliates is considered to be the most important property in Nestle, which encourages innovative ideas.

Amazon´s Organizational Structure - Organizational culture is a reflective view of the inner workings of an organization. This culture reflects hierarchical arrangements as it pertains to the lines of authority, rights and obligations, duties, and communication processes.

Examples that demonstrate the main reasons why workplace diversity is important Identify three examples that demonstrate the main reasons why workplace diversity is important to a company’s culture and performance.

Describe one workplace situation where your supervisor or coworker motivated you to perform better for the organization. Explain the situation, how you felt up to [ ].

Organizational structure and culture 3 essay

Free Essay: Organizational Culture and Structure The structure of an organization determines the allocation of roles, regulations, and responsibilities, and. This Special Communication applies financial principles to determine the cost of physician burnout and the financial return on organizational investments to red.

Organizational Structure and Culture Essay Sample. Every facility has an authority structure within the organization that is the foundation for the oversight of delegating processes and expected outcomes.

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