Organizational Culture and Structure 3A

Accountability

The expectation that managers must report and justify work results to the managers above them.

Adhocracy Culture

Creates innovative products by being adaptable, creative, and quick to respond to market changes.

Authority

The right to perform or command; the rights inherent in a managerial position to make decisions, give orders, and utilize resources.

Boundaryless Organization

A fluid, highly adaptive organization whose members, linked by information technology, collaborate on common tasks.

Centralized Authority

Important decisions made by higher-level managers.

Clan Culture

Culture that encourages collaboration among employees to increase commitment through employee involvement.

Corporate Culture

Assumptions that a group holds and that determines how it perceives, and reacts to its various environments.

Customer Divisions

Divisions that tend to group activities around customers or clients.

Decentralized Authority

Important decisions are made by middle-level managers.

Delegation

To assign managerial authority and responsibility to managers and employees lower in rank.

Divisional Structure

People with diverse occupational specialties are grouped by similar products, customers, or geographic regions.

Enacted Values

Values and norms actually exhibited in the organization.

Espoused Values

The explicitly stated values and norms preferred by an organization.

Functional Structure

People with similar occupational specialties are put together in formal groups.

Geographic Divisions

Divisions that group activities around defined regional locations.

Hierarchical Culture

A culture that has an internal focus and values stability and control over flexibility.

Hollow Structure

An organization with a central core of key functions that outsources other functions.

Integration Diversification

A strategy where a firm expands into businesses that provide supplies or distribute products.

Market Culture

A culture focused on the external environment and driven by competition and a desire for results.

Matrix Structure

An organizational structure that combines functional and divisional chains of command into a grid.

Modular Structure

A structure set around outsourcing certain pieces of a product.

Narrow (Tall) Span of Control

A management style where a manager has a limited number of people reporting to them.

Organization

A group of people working together to achieve a specific purpose.

Organization Chart

An illustration of authority and the organization’s official positions.

Organizational Culture

Assumptions that determines how a group perceives and reacts.

Observable Artifacts

Visible elements of culture in an organization.

Organizational Design

The process of designing structures for accountability and responsibility.

Organizational Socialization

When individuals learn the values and behaviors of an organization.

Organizational Structure

A formal system of task and reporting relationships that coordinates and motivates members.

Product Divisions

Groups activities around similar products or services.

Responsibility

The obligation one has to perform assigned tasks.

Rites and Rituals

Activities and ceremonies that celebrate important occasions.

Simple Structure

A structure with authority centralized in a single person and a flat hierarchy.

Span of Control

The number of subordinates a manager directly supervises.

Story

A narrative based on true events used to emphasize a value.

Symbol

An object, act, quality, or event that conveys meaning.

Virtual Structure

A company created to respond to a temporary market opportunity.

Wide (Flat) Span of Control

A management style where a manager has several people reporting to them.