assignment 2

User Generated

anff777

Business Finance

MGT201

Description

2 pages

In this assignment, you are being asked to reflect on the concept of Organizational Culture.

What is “organizational culture” and how would you describe its significance for an organization?

Identify some positive attributes, as well as potential negatives, of a “strong” culture.

What are some important aspects of an “adaptive” culture that might make it a better option (over a strong culture) for enhancing organizational performance?

In your last assignment, you were asked to identify specific individuals that you would want to work with you in your own business or department. In considering the four organizational culture types, (i.e. Clan, Adhocracy, Market and Hierarchy). which type (or combination of types) do you feel would be the best fit for your organization/department? Explain your answer.

Unformatted Attachment Preview

Organizational Environments Internal and External General and Specific Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 1 Changing Environments • Environmental change: Rate at which a company’s general and specific environments change • Stable environment: Rate of change is slow • Dynamic environment: Rate of change is fast • Punctuated equilibrium theory • Companies go through long periods of stability, followed by short periods of dynamic, fundamental change, and then a new equilibrium Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 2 Changing Environments • Environmental complexity: Number and intensity of external factors in the environment that affect organizations • Simple environment: Includes few factors • Complex environment: Includes many factors • Resource scarcity: Abundance or shortage of critical organizational resources in an external environment • Uncertainty: Extent to which managers can predict which external changes and trends will affect their businesses Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 3 Exhibit 3.1 Environmental Change, Environmental Complexity, and Resource Scarcity Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 4 Exhibit 3.2 General and Specific Environments Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 5 Components of the General Environment • Economy • Consumers in: • Growing economy have more money to spend • Shrinking economy have less money to spend • Business confidence indices: Show managers’ level of confidence about future business growth Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 6 Components of the General Environment • Technology: Knowledge, tools, and techniques used to transform inputs into outputs • Changes in technology help companies provide better products • Companies should use new technology effectively to improve their products and services Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 7 Components of the General Environment • Sociocultural • Includes demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society. • Changes in demographic characteristics affect how companies staff their businesses. • Changes in behavior, attitudes, and beliefs affect the demand for a business’s products and services. Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 8 Components of the General Environment • Political/legal • Legislation, regulations, and court decisions that govern and regulate business behavior • Managers must be aware of the laws, regulations, and potential lawsuits that could affect their business Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 9 Components of the Specific Environment Customers • Purchase products and services Competitors • Companies in the same industry that sell similar products or services to customers Suppliers • Companies that provide material, human, financial, and informational resources to other companies Industry regulation • Regulations and rules that govern the business practices and procedures Advocacy group • Concerned citizens that band together to try to influence business practices Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 10 Components of the Internal Environment • Organizational Culture • Organizational Communication (between and among departments and individuals). • Leadership/Management Style • Quality of Management and Workforce a)Knowledge b)Level of Motivation c)Commitment to Organizational Mission and Values Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 11 Component of Internal Environment (all related to previous slide) • • • • Product Quality Level of Effectiveness Level of Efficiency Ability to Innovate Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 12 Making Sense of Changing Environments • Three-step process employed by managers • Environmental scanning: Searching the environment for important events or issues that might affect an organization • Interpreting environmental factors • Acting on threats and opportunities Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 13 SUMMARY • Changing environments affect environmental uncertainty • General environment consists of the economy, technological, sociocultural, and political/legal trends that indirectly affect all organizations • Components of specific environment are customer, competitor, supplier, industry regulation, and advocacy groups Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 14 SUMMARY • Steps to understand changes in their external environments • Environmental scanning, interpreting environmental factors, and acting on threats and opportunities • Factors that influence successful cultures • Adaptability involvement, clear mission, and consistency Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 15 Organizational Culture • Collective beliefs, attitudes, values and principles of an organization which shape and guide behavior. Key component of an organization's internal environment • Creation and Maintenance of Organizational Cultures • Company founders create organizations in their images • Imprint companies with their beliefs, attitudes, and values • Organizational stories • Make sense of organizational events • Emphasize culturally consistent assumptions, decisions, and actions Characteristics of Successful Organizational Cultures • • • • • Adaptability Employee Involvement Clear mission Transparency Consistency… • • • • • Higher sales growth Return on assets Profits Quality Employee satisfaction …which can help organizations achieve: Competing Values Within Cultures (Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture. Reading: Addison-Wesley) Clan Culture: ▪ has an internal focus and values flexibility rather than stability and control. ▪ resemble family-type organizations in which effectiveness is achieved by encouraging collaboration between employees. ▪ very “employee-focused” and strive to instill cohesion through consensus and job satisfaction and commitment through employee involvement. ▪ devote considerable resources to hiring and developing their employees, and they view customers as partners. Kinicki and Fugate Organizational Behavior: Key Concepts, Skills & Best Practices 5th Edition Adhocracy Culture: ▪ has an external focus and values flexibility. ▪ fosters the creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the marketplace. ▪ does not rely on centralized power and authority relationships and they encourage employees to take risks, think outside the box, and experiment with new ways of getting things done. Kinicki and Fugate Organizational Behavior: Key Concepts, Skills & Best Practices 5th Edition Market Culture: ▪ has a strong external focus and values stability and control. ▪ is driven by competition and a strong desire to deliver results and accomplish goals. ▪ Customers and profits take precedence over employee development and satisfaction and people who deliver results are rewarded. Kinicki and Fugate Organizational Behavior: Key Concepts, Skills & Best Practices 5th Edition Hierarchy Culture: ▪ has an internal focus and values stability and control over flexibility. ▪ has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility. ▪ is characterized by reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms. Kinicki and Fugate Organizational Behavior: Key Concepts, Skills & Best Practices 5th Edition Positive Influence of a Strong Organizational Culture: • Majority of people in the organization share the same values and beliefs. • Mission of the organization is very clear to everyone, from top management down to front line employees, and everyone is invested in that mission. • Less need for written rules, regulations and procedures…strong culture provides the direction. • Teamwork and cooperation is often more prevalent in strong cultures. • Strong cultures often foster greater loyalty and commitment. Potential Negative Influence of a Strong Culture: • Less ability to change and innovate, which can be detrimental to an organization’s growth. • Tendency to turn inward in order to preserve the culture, rather than to look outward to see new opportunities in a changing environment. • Can tend toward arrogance, which (with everything else listed above) can weaken an organization’s ability to compete. • Individual differences are not always valued and innovation and creativity can be stifled. Strong Cultures in the Extreme: • Can lead to “group-think,” and become almost like a cult • A strong culture might tend toward intolerance of individual differences (both internally or externally), and influence members of the organization to accept such intolerance. • Strong culture can be detrimental if the values, vision, and mission of the organization are negative and/or destructive. (Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. New York: The Free Press). Adaptive Culture • Deals effectively with a changing environment (external) by being able to institute useful and meaningful organizational change (internal). • Change occurs in a manner that takes into account the needs of all stakeholders, i.e. customers, employees, and shareholders • Leadership development and professionalism is encouraged and fostered at all levels of the organization, which encourages all participants to hold themselves accountable to all key constituents. Adaptive Culture (Cont.) • The organization always has to begin with recognition and reaffirmation of its Core Values. These are foundational and should not change over time. • Business practices and systems can change over time in order to adapt to an everchanging external environment. (Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. New York: The Free Press).
Purchase answer to see full attachment
Tags: mgt
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

hello buddy,Here you go, kindly check it it out. Feel free to hit me up in case you need any edits.

Surname 1
Student name
Course
Professor’s name
Date
Organizational Culture
Thesis statement: Organizational culture refers to shared principles, values, attitudes, and
beliefs which streamline and guide behavior. The culture can benefit business performance
through improved employee effort, enhanced goal alignment between the corporation and its
members, and increased control as well as coordination within the firm. .
I.
II.

Definition of Organizational Culture
Significance of Organizational Culture for an organization
a. Improved employee effort
b. Enhanced goal alignment between the corporation and its members
c. Increased control and coordination within the firm

III.

Positive attributes of a “strong” culture
a. Collective values and beliefs
b. Less need for written procedures, regulations and rules
c. Fosters teamwork and cooperation

IV.

Negative attributes of a “strong” culture
a. Rigid- reduced ability to change and renovate
b. Intolerance towards individual difference
c. Leads to groupthink

V.

Important aspects of adaptive culture

Surname 2
a. Encourages change to both internal and external environments.
i. Strongly cares about...


Anonymous
Great content here. Definitely a returning customer.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags