Organization & Behaviour

The functional aspects of the structure can be realized by the group of employees for their business functions, or departmentalized. However, due to its long stretch of acting, Costco also has a divisional structure according to geographical location and the local market.

The hierarchical organization structure is pyramid-shaped. At the top of the structure is a single person, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure.

Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. According to USA their structure states in order to provide clear alignment and focus for the planning process of USAA’s organizational structure, a planning team was assembled with strategic-thought leaders to author a strategic market outlook.

Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms.  Grounded in the customs and

Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear.

This provides each region with specialist in each area for that region. If your business sells different products, you can also separate roles by the product under a divisional organizational structure.

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

What is organizational culture? By definition, organizational culture is a “set of shared, taken-for-granted implicit assumptions that a company holds and that determines how it perceives, thinks about and reacts to its various environments” (Chapter 16 PowerPoint, slide 2,). Nowadays, most companies in any industry have a level of organizational culture for their company. Culture is very important in a company because it shows how employee engages and how they perform in their daily job. “Growing a culture requires a good storyteller.

As seen in the figure, functional structure comprising top level management is embedded in levels 1-3. The geographical divisions are embedded in level 4. Product divisions are embedded in levels 5-7 and the frontline teams, the teams at level 8.

“Divisional structure is known by the approach of having similar skills and resources grouped together into divisions” (Draft, 2013, p.318). This occurs when a company has common goals that the company wants to achieve. This allows all skills and departments to come together and produce the goal there are looking to achieve. In this type of structure not one person is viewed as important than the next one, because it takes everyone to work together to produce the outcome the company wants to achieve. “The matrix structure uses both functional and divisional structures to run an organization” (Draft, 2013, p.321). This allows the company to

According to Agarwal, (in his book Organisation and Management,) organisational structures differ from one another in the way responsibility-authority and interactional relationships are established among jobs, personnel and physical factors. The basic organisation structures are: line, line and staff, functional, committee, project, and matrix. Other organisational structures include the divisional structure and hybrid structure. It must be further explained that most business organisations are hierarchical in nature and combine two or more of these types.

The structure that an organization is based around also is contingent on the enormity of the company. Divisional structure separates the faculty based on the commodity and customer demand verses geographical location. For example, each area within the organization is accountable for certain divisions. Each division has individual support systems such as finance department, marketing

ORGANIZATIONAL CULTURE, or CORPORATE CULTURE, comprises the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.

1b) Organisational culture is its personality. Or ‘Culture is a popular explanatory concept frequently used to describe a company, a rationale for people’s behaviour, a guideline for action, a cause for condemnation or praise, or a quality that mistakes a company ‘what it is’ (Kunda, 1992).’ (Wilson F. M., 2010). Each organisation has unique culture that impact in that way organisation operates. Types of culture: Power culture – centralisation of power is the key function and there is a central power source and influence spread out from centre. ‘Ford’ organisation was regarded to be the most representative of power culture. Role culture – typical bureaucratic organisation, which is divided onto layers of offices and officials. This type organisation can be arranged following to functions of marketing, human relations, finance, etc. Task culture – is job or project oriented and is placed for completing a specific task. Team culture very well determines in the task way in which the work is organised. Bringing 2

Systematic study replaces intuition or those "gut feelings" you often hear experienced managers talk about. While some of our appraisals may prove highly effective in explaining and predicting the behavior of others, we all carry with us a number of beliefs that frequently fail to explain why people do what they do.