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Organizational Structures and Cultures

Research · November 2015

DOI: 10.13140/RG.2.1.1673.4169

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 KMGT 701 – Leading and Managing Project Teams
1
Week 1 – Key Concept Exercise

ORGANIZATIONAL STRUCTURES AND CULTURES

Introduction

Meredith and Mantel (2009, pp.175) identify the main focus of an organizational structure as the
specialization of members of a project team. They further suggest that the rapid growth of an
organization calls for the formulation of a structure. Brooks (1997, pp.190) suggests that the
organizational structure has a direct impact on the behavior of employees and hence performance of
the organization.

Organizational Culture

Brooks (1997, pp.260) describes an organizational culture as a metaphor and an analytical strategy.
According to Jacques (1952, pp.251), culture is the traditional and customary thought process to execute
work. Kanter (1983) proposed that there are two types of organizational cultures, i.e. integrative and
segmentalist. She further elaborates that the integrative culture can tackle change and hence survives in
a dynamic environment.

Jacques (1952) further identifies the elements of an organizational culture as its customs, attitudes,
behaviors, beliefs, values, morals and norms. These include the dress codes, communication ethics,
hierarchy, religious beliefs and moral standards. These elements strive to make the work environment
comfortable for the workers with a sense of self-respect thus developing a sense of ownership within
the employees. Brooks (1997, pp.262, 272) proposes rituals and stories as elements of culture which
support the existing as well as known operational patterns. Wilson (1992, pp.78) suggests that language
and interpretation of symbols also impact culture. The organizational culture plays a key role in
achieving a presentable environment and standard.

Routines, Rituals and Systems

Routines and systems are the operational procedures which have been adopted by the employees of an
organization over a period of time and they feel comfortable with them. They have observed that these
systems help them achieve their targets in the most efficient and economical way. Rituals are social
events and organizational gatherings which are held to celebrate a particular event, award the best
performing employee or an outing, be it a dinner or an adventure. These events not only strengthen the
bond between the employees but also develop their loyalty to the organization.

Impact of Stories on Organizational Culture

Krueger describes story as a set of information which provides us with an insight to a certain event in a
specific point of time from one point of view. Gabriel (1995) glorifies stories as agents which open a
window into the organizational culture and experiences of various individuals. Kruger & Schaffitzel
(2014) suggests that in order to benefit from stories, the organization has to be a learning one with a
sense of curiosity and respect for one’s experiences. He further proposes that the required information

Syed Ehtesham Husain, MPM – H00021914, University of Liverpool

 KMGT 701 – Leading and Managing Project Teams
2
Week 1 – Key Concept Exercise

may not be important to the story teller but it might prove to be a source of motivation or provide some
hidden message which can be decoded through careful listening and analysis.

Impact of Organizational Structure on its Culture

Phin (2008) suggests that the most important aspect of an organizational structure is its hierarchy and
scope of work. He further concludes that the culture of a large organization will definitely differ from
that of a small one. Brooks (2009, pp.190) also reiterates that the behavior of employees is an outcome
of the organizational structure. A functional structure will lead to a different kind of culture from that of
an integrated structure. The former organization is based on a departmental system, like divisional
structures, whereas the latter’s culture will be based on a limited number of manpower who will be
carrying out a variety of tasks due to very limited scope of work.

References:
Brooks, I. (ed.) (2009) Organisational behaviour: individuals, groups and organisation. 4th ed. Harlow: Pearson, pp.
190-272.

Gabriel, Y. (1995) “The Un-managed Organization – Stories, Fantasies and Subjectivity”, Organization Studies,
Vol.16, pp.477-501.

Jacques, E. (1952) The changing culture of a factory. New York: Dryden Press.

Kanter, R.M. (1983) The change masters. NY: Simon & Schuster.

Krüger, S. & Schaffitzel, B. (2014) Wirkungsgeschichten – Wie die Arbeit mit Geschichten zur Entwicklung
zivilgesellschaftlicher Organisationen beitragen kann; Stiftung&Sponsoring – Die Roten Seiten.

Meredith, J.R. & Mantel, S.J. (2012) Project management: a managerial approach. 8th ed. Hoboken, NJ: Wiley, pp.
175.

Phin, D.A. (2008) “Does Organizational Structure affect company’s culture ?”, Houston Chronicle.
Available at: http://smallbusiness.chron.com/organizational-structure-affect-companys-culture-64005.html
Accessed on 29/10/2015 at 22:48 hrs.

Wilson, D.C. (1992) A strategy of change: concepts and controversies in the management of change. London & New
York: Routledge.

Syed Ehtesham Husain, MPM – H00021914, University of Liverpool

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