tailieunhanh - Lecture Organizational behavior (3rd edition): Chapter 13 - Hitt, Colella, Miller

Chapter 13 - Organizational structure and culture. After reading the materials in this chapter, you should be able to: Discuss the layers and functions of organizational culture, describe the general types of organizational culture and their associated characteristics, summarize the process by which organizations change their cultures. | organizational structure and culture Pages 485-527. KNOWLEDGE OBJECTIVES Define key elements of organizational structure, including both structural and structuring dimensions. Explain how corporate and business strategies relate to structure. Explain how environment, technology, and size relate to structure. Define organizational culture, and discuss the competing-values cultural framework. Discuss socialization. Describe cultural audits and subcultures. Explain the importance of a fit between individual values and organizational culture. ? See page 485. See page 487. ELEMENTS OF ORGANIZATIONAL STRUCTURE Structural Characteristics Tangible, physical properties Determine basic shape and appearance of hierarchy height span of control departmentalization Structuring Characteristics Policies and approaches Directly prescribe behavior of managers and associates centralization standardization formalization specialization See pages 488-492. STRUCTURAL CHARACTERISTICS Span of Control Height . | organizational structure and culture Pages 485-527. KNOWLEDGE OBJECTIVES Define key elements of organizational structure, including both structural and structuring dimensions. Explain how corporate and business strategies relate to structure. Explain how environment, technology, and size relate to structure. Define organizational culture, and discuss the competing-values cultural framework. Discuss socialization. Describe cultural audits and subcultures. Explain the importance of a fit between individual values and organizational culture. ? See page 485. See page 487. ELEMENTS OF ORGANIZATIONAL STRUCTURE Structural Characteristics Tangible, physical properties Determine basic shape and appearance of hierarchy height span of control departmentalization Structuring Characteristics Policies and approaches Directly prescribe behavior of managers and associates centralization standardization formalization specialization See pages 488-492. STRUCTURAL CHARACTERISTICS Span of Control Height Departmentalization See pages 488-489. Average Span of Ten Average Span of Four Adapted from Exhibit 13-1: Average Span of Control: Effects on Height of the Hierarchy (Highest) Organizational Level NUMBER OF MANAGERS AT EACH LEVEL See page 490. FUNCTIONAL ORGANIZATION Adapted from Exhibit 13-2: Simplified Functional Organization See page 490. Adapted from Exhibit 13-3: Simplified Divisional Organization CEO Head of Operations Head of R&D Head of Human Resources Head of Finance Head of Marketing . Product/Service Area 1 Head of Operations Head of R&D Head of Human Resources Head of Finance Head of Marketing . Product/Service Area 2 Head of Operations Head of R&D Head of Human Resources Head of Finance Head of Marketing . Product/Service Area 3 DIVISIONAL ORGANIZATION See page 491. STRUCTURING CHARACTERISTICS See pages 491-492. MODERN ORGANIZATION FLEXIBLE EMPOWERING TYPE OF STRUCTURE Fewer management levels Broader spans of control Less; ● centralization ● standardization ● .

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Hành vi tổ chức
• Individual processes
• Social processes
• Organizational structure