Exam 8: Organizational Culture, Structure, and Design: Building Blocks of the Organization

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____.

IKEA employees are expected to work hard, inspired by an anecdote from their Swedish founder, Invar Kamprad, in which he told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. Then one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Invar Kamprad is an example of a ____.

Artem, the president of Instructor Services, told one of his new hires that "Managers are encouraged to solve their own problems rather than to buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." These advantages that Artem spoke of are attributed to ____.

While a college student at the University of Texas, Michael Dell, the CEO and founder of Dell Computer, started a computer business in his dorm room. Michael Dell is a hero, as a person whose accomplishments embody the values of the organization "to empower countries, communities, customers and people everywhere to use technology to realize their dreams."

Manner of dress, awards, myths and stories told about the company, and rituals and ceremonies are ____.

Sally, Greg, John, and Amar are working on a project for a customer that is aimed at cutting the client's electrical costs. The four members are located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This is an example of a _____.

According to Lawrence and Lorsch, the stability of an organization's environment determine(s) the degree of ____.

Routine tasks and paperwork, as well as jobs that help your subordinates grow are __.

Phone Tech, a global phone company, frequently needs to respond quickly to the fast-changing consumer tastes with its phones. Therefore, management has fewer rules and procedures than most organizations, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks and changes in technology. Phone Tech is utilizing a(n) ____ structure.

As a middle or upper-level manager, a good way to stay in touch and resist isolation is to talk daily with senior managers, have "town meetings" with staffers several times a year, and employ management by walking around.

The community values of an organization's culture that typically do not change are represented by an organization's basic assumptions.

Global Oil has posters hanging in the break rooms, offices, and lobbies of its offices and drilling rigs globally that talk about trust, caring, and teamwork as the driving company values. At the same time, upper management advises all company managers to exhibit these values with employees and while dealing with all stakeholders. The values of trust, caring, and teamwork that Global Oil exhibits are examples of enacted values.

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. This is an example of ____.

Describe organizational structure.

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) _____.

Companies that have gone through a rough start-up period may decide to change their structures so that they are less mechanistic, with greater flexibility.

At Ace Sales, the CEO and HR director are line managers, and the special adviser is an example of a staff position.

Paulina works as an order-taker at a fast food restaurant. She does not cook food, or even package the final order, but inputs the order and takes payment. Paulina reports directly to the shift manager, and seldom interacts with the general manager. This is an example of a mechanistic organization.

A hierarchy culture has a(n) ____.

While figuring out how to save money for a bride who is having financial problems, Paula, the catering manager, asked her assistant, "What do you think is the best menu to offer under these particular circumstances?" Paula and her assistant are trying to use the contingency approach.