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How organizations work and why yours doesnt. A 7 minute guide to organizational and management troubleshooting.
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Organizational Structure and Culture
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Organizational Culture
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Flamholtz, E. & Randle, Y. (2011). Corporate Culture: The Invisible Asset. Corporate Culture: The Ultimate Strategic Asset. (pp. 3-25), Stanford, CA: Stanford Business Books.
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Chain of command ¨C the people who individuals and groups report to.
Span of control ¨C the number of individuals that a manager can direct efficiently and effectively.
Centralization and de-centralization ¨C the locus of decision-making authority.
Formalization ¨C the extent to which there will be rules and regulations to direct employees and managers.
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- 1. Reed E. NelsonRENELSON@SIU.EDUREEDENELSON.COMHow Organizations Work, and Why Yours Doesn¡¯t
- 2. Goals: Who do we serve Boundaries: What Gets InActivity System: How Work Gets DoneThree Components of Every Organization
- 3. Goal/Domain= Turf, Who we aim to please, or What part of the environment we want to controlDomains can be broad or narrow, stable or unstable. Usually when they are broad, they are also less stable
- 4. Boundaries can be permeable or impermeable. Examples are: Price, Location, Breadth of Product Line, Entry and Exit Requirements, Debt, Speed of ServiceBoundaries: What gets into and out of the organization, and on what terms
- 5. Activity SystemSimple or Complex Flexible or Inflexible Complex= many different elements Flexible= ease of change
- 6. Do boundaries and activity systems fit with the organization¡¯s domainEffectiveness= Fit