List seven strategies for intervention and regulation adopted by culture management to align employee purpose with organizational purpose.

List seven strategies for intervention and regulation adopted by culture management to align employee purpose with organizational purpose.

1) Selection of staff-appear amendable to organizational values
2) Sacking those existing staff who are not amendable
3) Coupled with the cost cutting/economic benefit promised by CM (cultural management)
4) privatization of public sectors
5) Training, organizational exercises, company slogan, parades etc. that symbolizes organizational culture
6) CM stands against hierarchy-leading to erosion of seperate offices, different floors of building, differential access to parking, company cars....
7) Rituals and stories designed to tell how people feel about the organization

Describe the contextual factors that led to the rise of the academic study of organization culture and why it seemed to be the logical way forward at that time?

Describe the contextual factors that led to the rise of the academic study of organization culture and why it seemed to be the logical way forward at that time?

Late 60s and 70s - American dominant industrial economy was under threat from Japanese Companies (cars and consumer goods)


Japanese companies

1. More holistic approach that included attention to people's skills and management styles
2. Research was lacking human and emotional elements of organizational life
3. At the same time there was rise of HRT in organization theory
4. Those involved and influenced by the counter culture (hippie culture) were coming to positions of influence in organizations - taking forward the language of 60s protest movement
5. Talk about empowerment and harmony was very visible
6. Culture as a desirable alternative to both market mechanisms and bureaucracy for the control of organizations
7. Culture as a tool to en

From the Modernist, Symbolic, and Postmodernist perspectives, explain whether culture can be managed or not?

From the Modernist, Symbolic, and Postmodernist perspectives, explain whether culture can be managed or not?

Yes through Hoffstra's theories, but no through Thompson??? (modernist) Symbolic-culture is created in and influences interactions (strategy and identity). Postmodernism has a stricter view and says culture is a mechanism of control and power. It managers behavior and identities.

Modernist

› Yes Through hiring, socialization, training, rewarding appropriate behavior
› No Assumptions, values, and norms are too deeply grounded in routines and actions

Symbolic
› Culture is created in and influences interactions
(strategy and identity)
Postmodernism
› Culture is a mechanism of control and p

Summarize the Modernist view of organization culture.

Summarize the Modernist view of organization culture.

Modernist view of organization culture is studying the organizations characteristics and defines them through different levels of analysis. If it can be defined it can be controlled. Culture can/should be managed to increase organizational effectiveness. Culture can be studied at different levels
Culture is something that can be bounded and observed (objective)


We can identify the characteristics of culture, (values, norms, artifacts) that influence behavior
Organizational culture can be studied as a set or profile of characteristics that if effective can be
mimicked by other organizations Culture can/should be managed to increaseorganizational effectiveness

List Hofstede's five dimensions of culture and explain any two dimensions in detail including their impact on organizations.

List Hofstede's five dimensions of culture and explain any two dimensions in detail including their impact on organizations.

Organizational culture are subcultures of larger cultural systems


› Individualism v/s Collectivism
› Power distance
› Uncertainty avoidance
› Masculinity/femininity
› Time orientation (long vs short run)

Individualism versus collectivism involves the degree to which individuals in a culture are expected to act independently of others in their society

› Individualistic cultures Individual rights are paramount Relationships between members of individualistic cultures are loose and individuals are expected to take care of themselves
› Collective cultures Cohesive groups give individuals their sense of identity and belonging, demanding considerable loyalty in return.

Long‐term versus short‐term orientation describes cultural differences in predilections for thrift and perseverance as well as respect for tradition

› Long‐term orientation believe that hard work will lead to long‐term rewards
› Short‐term orientation face fewer challenges to change

Explain/define Organizational Culture. How do subcultures that are described as enhancing, orthogonal, counterculture, and silos differ from Organizational Culture?

Explain/define Organizational Culture. How do subcultures that are described as enhancing, orthogonal, counterculture, and silos differ from Organizational Culture?

Organizational culture is shared knowledge of members meaning is should inform, embed, shape, and account through routine or non-routine activities of the members that express through words and actions of members. Enhancing (subculture supports the cultures values, beliefs, norms, and expectations), orthogonal (independant of dominant subculture but not conflicting), counterculture (subculture challenges values, beliefs, norms, and expectations of the dominant subculture, and silos (strong organizational subcultures whose self containment makes collaboration between them difficult/impossible and lead to unproductive conflict).

Explain technological imperative. How do Woodward, Thompson, and Perrow differ on this imperative?

Explain technological imperative. How do Woodward, Thompson, and Perrow differ on this imperative?

Technological imperative means the technology that you choose for your organization will determine the structure you will use. Woodward: technical complexity(amount of control and coordination required by the technology in order to use it) affects structure, Thompson: Different types of technology effects organization structure and degree of interdependence on the transformation process, Perrow: The type of technology that should be used is based on the complexity or structure of the task or department.

Explain how technology can be used as a form of control in an organization using a Postmodernist perspective?

Explain how technology can be used as a form of control in an organization using a Postmodernist perspective?

Overt form of control: technological designs builds behavioral demands directly into production systems. Technology can discipline workers for example surveillance tapes, but this takes away truth and justice towards efficiency and rationality. Efficiency logic is often bolstered by the institutional myth that efficiency serves rationality (form of control). Knowledge becomes a commodity, only relevant if it can be translated into information. Power struggles will occur over the control of information. People are being monitored by cyberveillance. A means of greater democratic resistance.

Using Perrow's typology of how technology influences design, how will routine and non-routine technology affect the social structure of an organization?

Using Perrow's typology of how technology influences design, how will routine and non-routine technology affect the social structure of an organization?

Perrow's Typology: Low task variability means how many expectations you could come up with using technologies, more routine less exceptions. Basically if technologies are very complex and high task, there will be exceptions to rules because more could go wrong that need to be addresses that one overall idea cannot fix. If the technology is very routine there are not as many exceptions because there will be less problems. Routine technology is characterized by low variability and high analyzability. Technology decides what kind of structure should be applied. Routine technology will effect the social structure of an organization by reducing the importance of the relationship between coworkers, because the technology can work somewhat autonomously.

Explain the rise and acceptance of Management based on Modernist ideas.

Explain the rise and acceptance of Management based on Modernist ideas.

Modernist ideas established the fact that social organization is an arena for intervention and control. Management assumes a similar function of representation and interventions or organizations and organizational problems. Managers in particular are given the task of representation and intervention. Management provided more efficient ways of doing things, which gave it technical legitimacy. Management in terms of HRT made things more humane giving it the ideological legitimacy.

Explain five differences and/or similarities between "Human Relations Theory" and "Scientific Management"?

Explain five differences and/or similarities between "Human Relations Theory" and "Scientific Management"?

HRT is not an alternative to scientific management; it is an extension because they both aim for a way to control output and efficiency. HRT addresses the failures of SM, and provides solutions to problems caused by SM such as sabotage, poor quality, high staff turnovers, etc...Both aim for organizational control, SM is overt and HRT is covert form of organization control, HRT is about helping the workers rather than exploiting them. HRT addresses workers strengths and weaknesses as a whole person compared to SM.

What are the advantages and disadvantages of tall and flat organizations from the management/employee/customer perspectives?

What are the advantages and disadvantages of tall and flat organizations from the management/employee/customer perspectives?

Tall structures are vertical structures and flat structures are horizontal structures. Tall structures have a high chain of command, which allows room for promotions and advancement, while flat/horizontal structures do not. Tall structures are large and complex organizations which provide standardized products and services, however tall organizations have trouble dealing with specific problems due to their formalized nature, which can also effect customers.

Flat organizations can often provide better services and are more flexible to solving problems. However, the manager may often have to deal with significantly more tasks with little room for upward mobility amongst employees.

Describe the different stages that an organization goes through as stated in "Organizational Lifecycle Theory"

Describe the different stages that an organization goes through as stated in "Organizational Lifecycle Theory"

Entrepreneurial stage-is the starting phase of an organization and focuses on producing and selling the product but lack of leadership leads to leadership crisis. Leadership crisis is when growth brings changes to the organization and becomes more complex and leads to more oversight. This leads to collectivity stage, new management provides sense of direction and integrates branches through centralization but becomes overwhelming.

This leads to delegation stage, decentralized decision making solves the autonomy crisis but creates even stronger need to integrate. This leads to formalization stage, adds more control mechanism in order to integrate diverse activities leading to crisis of red tape. Application of formal rules and procedures in a universal and impersonal manner creating ineffective environment. This leads to collaboration stage, overcoming the red tape barrier and adopt a flexible versatile (simple) structure fostering teamwork and makes complex formal system simpler. Lastly the crisis of renewal, exhaustion of members in an organization due to a strong requirement for innovation and teamwork leading to new form or organization or its death.

Explain the contribution of "Contingency Theory" in general and list in full the boundary conditions that define Contingency Theory while studying organizational structure.

Explain the contribution of "Contingency Theory" in general and list in full the boundary conditions that define Contingency Theory while studying organizational structure.

Contribution

- To make us aware that there are many different ways to organize successfully.
› All organization theories have boundary conditions, each theory only applies to a subset of all organizations.

Boundary conditions

› In dynamic environments mechanistic forms of organizing are inappropriate
› Small organizations do not need formalization
› Non‐routine technologies and unstable environments undermine the effectiveness of mechanistic organizations - as under these conditions formal rules and procedures cannot cover all the possibilities and problems that arise.
› Large organizations that exist in stable environments and provide standardized services or products operate most efficiently when they use mechanistic forms
› As environments change, organizations need to change as well

Briefly explain the seven differences between mechanistic and organic structure.

Briefly explain the seven differences between mechanistic and organic structure.

The mechanistic structure is based on a more modernist perspective and includes a hierarchical structure of authority and control, high formalization (definition of roles, responsibilities, no change in job roles), centralized decision making (guys on top make decisions), standardization set of implemented rules, close supervision and present authorities, vertical communication (authority rules), and status oriented. While the organic structure is low formalization, decentralized decision making, high horizontal and vertical integration, tasks and responsibilities are redefined depending on the situation.

Discuss the "Symbolic-Interpretive" view of studying organization-environment relationships.

Discuss the "Symbolic-Interpretive" view of studying organization-environment relationships.

the environment is socially constructed in the interactions of members, features of the environment are created and enacted by organizational members, and they become objectified, seemingly real, and in turn influence behavior.

Summarize the modernist view of the environment.

Summarize the modernist view of the environment.

lies outside the boundary of the organization, provides the organization with resources and absorbs its products and services, imposes constraints upon and demands adaptation from the organization.

Explain "Resource Dependency Theory" and some strategies to manage those dependencies.

Explain "Resource Dependency Theory" and some strategies to manage those dependencies.

The analysis of interorganizational networks that allows managers to anticipate likely sources of influence from the environment outside of the organization. Strategies include vertical (buying supplier company) and horizontal (buying competition) integration. Developing personal relationships, establishing formal ties with other firms, lobbying, and marketing.

What are the legacies of "bureaucracy" and "scientific management"?

What are the legacies of "bureaucracy" and "scientific management"?

Enormous gain in productivity, jump started the industrial era, rise of the middle class, increase in materialistic pleasures, birth of the modern word (best means to goal), created foundation for modernist perspective

List the criticisms of "Taylorism."

List the criticisms of "Taylorism."

Braverman argued that scientific management should be understood in terms of its value to capitalist profit seeing motives and not as any kind of fairness. Human aspects were not taken into consideration.