Professional Documents
Culture Documents
1-1
Global Competition Ethics and and Social Responsibility Speed of Responsiveness The Digital Workplace Diversity
Thomson Learning 2004 1-2
What is an Organization?
Bring together resources to achieve desired goals and outcomes Produce goods and services efficiently Facilitate innovation Use modern manufacturing and information technologies
Thomson Learning 2004 1-3
Importance of Organizations
Adapt to and influence a changing environment Create value for owners, customers and employees Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees
Thomson Learning 2004 1-4
Input
Process
Boundary Spanning
Output
Subsystems
Boundary Spanning
1-5
Technical Support
Middle Management
Administrative Support
Technical Core
Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297; and Henry Mintzberg, Organization Design: Fashion or Fit? Harvard Business Review 59 (Jan. Feb. 1981): 103-116.
1-6
Culture
1. 2. 3. 4. 5. 6.
Technology
1-7
Organization Chart Illustrating the Hierarchy of Authority for a Community Job Training Program
Board of Directors Advisory Committee Executive Committee Executive Director Assistant Executive Director for Community Service Director
Economic Dev.
Level 1
Level 2
Level 3
Director
Reg. Planning
Director
Housing
Director
Finance
Director
AAA
Director
CETA
Lead Counsel CETA Couns. Devs. Title II ABC CETA Couns. Devs. Youth IV
Level 4 Level 5
Secretary
Secretary
Adm. Asst
Payroll Clerk
Secretary
MIS Specialist
Staff Clerk
Adm. Asst.
1-8
Wal-Mart
Manufacturing 6,000
Thomson Learning 2004
Retailing 250,000
Government Service 35
1-9
Routine Tasks
Rigid Culture
Empowered Roles
Adaptive Culture
Formal Systems
Competitive Strategy
Shared Information
Collaborative Strategy
Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)
1-10
Workbook Activity
Organizational Dimensions
High Formalization High Specialization Tall Hierarchy Product Technology Stable Environment Strong Culture High Professionalism Well-Defined Goals Small Size Modern 1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 Low Formalization Low Specialization Flat Hierarchy Service Technology Unstable Environment Weak Culture Low Professionalism Poorly-Defined Goals Large Size Postmodern
1-11
Workbook Activity
Xerox
Use for 1959-1990, Use
1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 1-4 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6 5-6
for 1990-present
7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 7 - 10 Low Formalization Low Specialization Flat Hierarchy Service Technology Unstable Environment Weak Culture Low Professionalism Goals Not Defined Large Size Postmodern
1-12
High Formalization High Specialization Tall Hierarchy Product Technology Stable Environment Strong Culture High Professionalism Well-Defined Goals Small Size Modern