ORGANISATIONAL STRUCTURE AND CULTURE

1
ORGANISATIONAL STRUCTURE AND CULTURE

• CREATING AND MAINTAINING ORGANISATIONAL
  STRUCTURES AND CULTURES ARE IMPORTANT ISSUES FOR
  ORGS.
• PARTICULAR STRUCTURES AND CULTURES DIFFERENTIATE
  ORGANISATIONS. THEY EITHER HINDER OR FOSTER
  EFFECTIVENESS AND EFFICIENCY
• THEY FACILITATE OR COMPLICATE ORGANISATIONAL
  CHANGE

2
ORGANISATIONAL STRUCTURE AND CULTURE

• TWO BASIC TYPES OF STRUCTURES
• PHYSICAL AND SOCIAL
• MAX WEBER ON STRUCTURE
• A HIERARCHY OF AUTHORITY
• A DIVISION OF LABOR
• A SET OF FORMAL RULES AND PROCEDURES
• AUTHORITY/POWER IS POSITIONAL NOT PERSONAL

3
ORGANISATIONAL STRUCTURE AND CULTURE

• HIERARCHY DISTRIBUTION OF POWER
• DIVISION OF LABOUR(DOL)
• DISTRIBUTION OF RESPONSIBILITY
• TWO TYPES OF COMMUNICATION
• VERTICAL HIERARCHICAL
• LATERAL COMMITTEES,TASK FORCES ETC.

4
ORGANISATIONAL STRUCTURE AND CULTURE

• MODELS OF STRUCTURES
• STATIC STAYS CONSTANT OVER LONG PERIODS OF TIME
• DYNAMIC THREE MODELS
• EVOLUTIONARY SLOW DEVELOPMENT, PROGRESSIVE,
  STAGES OF DEVELOPMENT
• EVERYDAY NUMEROUS EVERYDAY RESPONSES
  CONTINUALLY TRANSFORM STRUCTURES
• STRUCTURATIONSTRUCTURES ARE THE PRODUCT OF
  ONGOING REGULAR INTERACTIONS

5
ORGANISATIONAL STRUCTURE AND CULTURE

• DUALITY OF STRUCTURES
• STRUCTURES ARE CONSTRAINTS ON, ENABLERS OF, AND
  THE PRODUCT OF, ORGANISATIONAL INTERACTIONS
• STRUCTURES REFLECT PATTERNS OF DIFFERENTIATION OF
  WORK AND ARE A MECHANISM FOR ORGANISATIONAL
  INTEGRATION

6
ORGANISATIONAL STRUCTURE AND CULTURE

• ORGANISATIONAL CULTURE
• REFLECT AND RE-INFORCE BROADER SOCIETAL, NATIONAL
  CULTURES
• ORG.CULTURES ARE AFFECTED BY
• EVENTS OF THE PAST
• CLIMATE OF THE PRESENT
• IMAGES OF THE FUTURE

7
ORGANISATIONAL STRUCTURE AND CULTURE

• DEFINITION OF CULTURE
• A CONSTRUCT DESCRIBING THE TOTAL BODY OF
  BELIEFS, BEHAVIOUR, KNOWLEDGE, VALUES, GOALS,
  SANCTIONS AND REWARDS THAT MAKE UP THE WAY OF
  LIFE OF A GROUP OF PEOPLE.

8
ORGANISATIONAL STRUCTURE AND CULTURE

• ORGS.HAVE DEEP-SET BELIEFS ABOUT
• HOW WORK SHOULD BE ORGANISED
• HOW AUTHORITY SHOULD BE EXERCISED
• HOW PEOPLE SHOULD BE REWARDED
• HOW PEOPLE SHOULD BE CONTROLLED
• FORMAL/INFORMAL PLANNING AND HOW FAR AHEAD
  PLANNING SHOULD BE
• DIFFERENCES EVIDENT AMONG ORGS.AND DEPARTMENTS
  WITHIN ORGS.

9
ORGANISATIONAL STRUCTURE AND CULTURE

• FOUR TYPES OF ORG. CULTURES
• THE POWER CULTURE CENTRAL POWER SOURCE
• THE ROLE CULTURE POSITION POWER
• THE TASK CULTURE EXPERTISE-BASED POWER
• THE PERSON CULTURE SHARED POWER BASE

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ORGANISATIONAL STRUCTURE AND CULTURE

• NATIONAL CULTURAL DIFFERENCES
• HOFSTEDE IDENTIFIES FOUR DIMENSIONSPOWER
  DISTANCE, UNCERTAINTY AVOIDANCE, INDIVIDUALISM,
  MASCULINITY

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ORGANISATIONAL STRUCTURE AND CULTURE

• CHANGE VIA EVOLUTION SLOW AND OVER LONG PERIOD
  OF TIME
• CHANGE VIA REFORM/REVOLUTION MANAGEMENT INDUCED
  CHANGE
• EXTERNAL AND INTERNAL FORCES FOR CHANGE

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ORGANISATIONAL STRUCTURE AND CULTURE

• THREE GENERAL STRATEGIES FOR CHANGE
• STRUCTURAL APPROACH
• TECHNOLOGICAL CHANGE
• PEOPLE CENTRED APPROACH
• MANAGEMENT SELECTS THE STRATEGY

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ORGANISATIONAL STRUCTURE AND CULTURE

• RESISTANCE TO CHANGE BY INDIVIDUALS AND
  DEPARTMENTS / UNITS OF THE ORG.
• WHO HAS THE RIGHT TO CHANGE WHOM AND WITH WHAT
  RESPONSIBILITIES HAS NOT YET BEEN SATISFACTORILY
  ADDRESSED OR ANSWERED.