7/29/2019 culture and organization: organizational structure and leadership
1/39
7/29/2019 culture and organization: organizational structure and leadership
2/39
Organizational structure formsthe basis of the organizationsculture: Formalizes the tasks, jobs and
positions of its personnel, as well as
the limits and responsibilities of the
work units
Indicates the kind of hierarchy
within the organization, the levels of
authority and power as well as theformal lines of communication
between the employees
7/29/2019 culture and organization: organizational structure and leadership
3/39
-
-
7/29/2019 culture and organization: organizational structure and leadership
4/39
-
-
7/29/2019 culture and organization: organizational structure and leadership
5/39
-
-
7/29/2019 culture and organization: organizational structure and leadership
6/39
-
-
7/29/2019 culture and organization: organizational structure and leadership
7/39
-
-
7/29/2019 culture and organization: organizational structure and leadership
8/39
Network structure A network of company unitswhich has a horizontal system ofcommunication
Responsibility is dispersed to
local subsidiaries
Facilitates cross-culturaltransfer of knowledge and
organizational learning
Facilitates organizationallearning.
E.g. Coffee Beans
7/29/2019 culture and organization: organizational structure and leadership
9/39
a multi-faceted organization which can respond to
international, multinational and global environment
dispersed, interdependent, and specialized
its national units make differentiated contributionsto integrated worldwide operations
its knowledge is developed jointly and shared
worldwide.
Examples of transnational companies? GM & Ford
7/29/2019 culture and organization: organizational structure and leadership
10/39
STRUCTURE
Domestic: services orproducts offered only inthe domestic market
Multidomestic:
Autonomous sub-unitssituation in severalcountries
Multinational: Diversity isinherent through
geographical spread Transnational: generates
its own evolution:heterogeneityindispensable.
CULTURAL DIVERSITY
no impact on theorganization
Strongly affects relations
external to theorganization (clients &employees)
Can cause problems, butcan also benefit
organization allows mutually beneficial
relations to be created
7/29/2019 culture and organization: organizational structure and leadership
11/39
How much risk is involved in the firms activities?
How much time is needed before a company & its employeesknow how successful their decisions or strategies have been(feedback)?
7/29/2019 culture and organization: organizational structure and leadership
12/39
Artifacts
Everything which is visible within theOrganization.
EspousedValue
Strategies , Objectives & philosophiesof organization.
Shared tacitassumption
Thought & perception driving the overt
behavior.
7/29/2019 culture and organization: organizational structure and leadership
13/39
Police Hospitals
Cosmetics
Lots of risk-taking , Quick feedback Emphasis on youth and speed.
Quick decisions needed , even if not always right.
The ToughGuy , MachoCulture
Company
Sales Dept.
Fun and action with Quick feedback .
Low-risk activities (strict control system preventing
major risks).
Consumers very important.
Work Hard /Play HardCulture
Exploration
Companies
(Oil)
High risk , Slow feedback .
Years before pay-off or failure.
Much discussion to ensure the right decision is
taken.
Bet YourCompanyCulture
Banks
Insurance
Pharmaceutical
Low-risk activities with little feedback .
Focus on how things are done rather than what
needs to be achieved.
ProcessCulture
7/29/2019 culture and organization: organizational structure and leadership
14/39
- Self-realization.
- commitment to
oneself & professional
recognition.
- Task-oriented , focus on
power of knowledge /
expertise.
- Commitment to tasks ,
pay for performance.
- Power-oriented with
stress on personal
relationships &entrepreneurial
character
- Role-oriented with
power attached to theposition or role.
High FormalizationHigh
Central
ization
LowC
entralization
Low Formalization
7/29/2019 culture and organization: organizational structure and leadership
15/39
The basic concepts & beliefs of an organization (Deal &
Kennedy) . Form the very basis of corporate culture.
Give direction and guidelines for day-to-day behaviour .
Lack of concern for these values can undermine leadership andcommitment .
Values are an indispensable guide for making day-to-daychoices.
7/29/2019 culture and organization: organizational structure and leadership
16/39
7/29/2019 culture and organization: organizational structure and leadership
17/39
To make sure that each individualunderstands the full extent ofresponsibilities and work expectedout of them.
7/29/2019 culture and organization: organizational structure and leadership
18/39
; a large wholesaler specializing in interior furnishings,needed to boost its sales, Its domestic market was stagnant and, itsexport sales, although increasing gradually, were not delivering theanticipated volume: The company desperately, needed to make alarge deal, preferably in the expanding Asian market.
After Intensive efforts by its marketing department, Lekan waseventually contacted by a Japanese company, Ligato, which wasinterested in purchasing floor coverings. The two companies met on
several occasions in Tokyo and a large deal was finally made. Adinner was arranged to celebrate the successful conclusion ofbusiness.
Mr Roberts, the senior sales manager who had headed theLekan team of negotiators had brought along gifts for Mr Takahashi,his Japanese counterpart. With heartfelt expressions of gratitude, Mr
Roberts handed ever a bottle of 25-year-old malt whisky and thenChanel perfume which, he said, was intended for Mrs Takahashi.
Mr Takahashi did his best to conceal his anger and disappointment.He left the celebrations, however, without signing the contract.
7/29/2019 culture and organization: organizational structure and leadership
19/39
7/29/2019 culture and organization: organizational structure and leadership
20/39
- Decide what is important
- Set Examples for reactions
- Assign priorities for resource allocation
- Reinforce values that must be followed
- Set Criteria to allocate rewards
- Set Guidelines for recruitment, promotion
& dismissal
7/29/2019 culture and organization: organizational structure and leadership
21/39
Bureaucratic
Organization
Defined
Responsibilities
Hierarchy
ofAuthority
Control Centralized
7/29/2019 culture and organization: organizational structure and leadership
22/39
Female Entrepreneurs
Emphasizes that a leader must
have a certain set of traits to beviewed as an effective leader
7/29/2019 culture and organization: organizational structure and leadership
23/39
High
IntelligenceConsiderable Verbal
Fluency
Overall
Knowledge
Energetic
Ambitious
Persistence
7/29/2019 culture and organization: organizational structure and leadership
24/39
7/29/2019 culture and organization: organizational structure and leadership
25/39
The Contingency Theory
The degree of confidence, trust and
respect
Leader-
member
relationship
The extent to which goals, procedure andguidelines need to be spelled out to the
workers
TaskStructure
The extent to which the leader or thegroup holds the powerPositionPower
7/29/2019 culture and organization: organizational structure and leadership
26/39
7/29/2019 culture and organization: organizational structure and leadership
27/39
7/29/2019 culture and organization: organizational structure and leadership
28/39
7/29/2019 culture and organization: organizational structure and leadership
29/39
Well known internet entrepreneur Age 22
2004
Youngest recorded billionaire
By 2010, the site had an estimated500 million users worldwide
The Social Network
Mark Zuckerberg
7/29/2019 culture and organization: organizational structure and leadership
30/39
Cultural Attributes
& Values can have
a big effect on
Styles of
Leadership
Power
Evenly
Distributed
WideVariation
Uncertainty
7/29/2019 culture and organization: organizational structure and leadership
31/39
UncertaintyPower
Cultures with strongUncertainty Avoidance preferto work by the book, to relyon rules, regulations &
Instructions.Leaders may need to showdirection & make sure thattasks are well-structured.
Cultures where there is largePower Distance, an IdealLeader may be expected todisplay great authority to the
benefits of those being Led.
7/29/2019 culture and organization: organizational structure and leadership
32/39
ParticipativeLeadership
Degree to which managers involve others in making& implementing Decisions.
Humane OrientedLeadership
Supportive & Considerate Leadership but alsoincludes compassion & generosity.
AutonomousLeadership
Independent & Individualistic Leadership.
Self-protective
Leadership
Ensuring Safety & Security of individuals.
7/29/2019 culture and organization: organizational structure and leadership
33/39
Performance Oriented
Charismatic/
Value Based
Leadership
In-group collectivism
Humane Orientation
Uncertainty Avoidance
Team
Oriented
Leadership
7/29/2019 culture and organization: organizational structure and leadership
34/39
Male Female
Less Interpersonal-oriented & more
focused on the task.
:
Decisiveness
AggressionIndependence
Objectivity
Concentrate on thewelfare of others
democratic &charismatic
:WarmSensitiveconsiderateexpressive
7/29/2019 culture and organization: organizational structure and leadership
35/39
Male Female
7/29/2019 culture and organization: organizational structure and leadership
36/39
The way in which these attributes are expressed in actual
behavior can vary considerably from culture to culture.
The differences in leadership style between males and
females observed in one country are also seen in other
countries, but the ways in which behavior tends to reflectthese differences is based more on culture than gender.
7/29/2019 culture and organization: organizational structure and leadership
37/39
What are the forms of
corporate structures,elaborate on the two recent
ones?
Culture and
Corporate
Structure
Compare and contrast
between X and Y leadership
theories?
Culture and
Leadership
7/29/2019 culture and organization: organizational structure and leadership
38/39
7/29/2019 culture and organization: organizational structure and leadership
39/39
Sahar Al-JoburyM M h d
Naglaa AshourY i N fi
Top Related