Organizational Culture, Structure & Design

2121 Words May 16th, 2012 9 Pages
Running head: ORGANIZATIONAL CULTURE, STRUCTURE & DESIGN

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Organizational Culture, Structure & Design Satish kumar Gummalla University Canada West Instructor: Liz Wiebe Business Fundamentals MBA 549, Section B March 17, 2011

Satish Kumar Gummalla (1010863)

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ORGANIZATIONAL CULTURE, STRUCTURE & DESIGN Abstract Organizational structure defines the attitude, values and core competencies of an organization. The structure in a way forms the culture for that organization which invisibly exists. The culture plays an important role for the healthy functioning of an organization since the employees correlate themselves based on the values and beliefs of that organization. The operation functions such as finance, human
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(Gilsdorf, J, W, (n.d.) & Anonymous.a (n.d)) The culture of an organization is a myth which prevails and is told about. The culture makes the employees tell stories about the organization to new members who join them at the work place. The

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beliefs of the organization are conveyed positively only when they comply with the employees beliefs and values. ‘HISTORY’ it is called so for an organization, there are many factors that can be underlined by far to tell about the past of the organization. These stories speak about the heroes, mavericks and villain of the organizations. (Gilsdorf, J, W, (n.d.) & Anonymous.a (n.d)) Sears Canada Inc. has a diverse culture which is clearly stated in its mission and vision statements. The core values are integrity, teamwork, getting in positive energy, training and most importantly recognition for performance. The employees at Sears Canada Inc. are committed to earn the trust of the customers and build a healthy customer relationship providing better services on a day to day basis. However, Sears Canada Inc. behaves as a traditional organization where the directive lines are determined by the CEO. (Sears Canada, 2011 & Thomson, G, S, 2007) To explain it in a better fashion let us examine the tendencies of the company. They are as follows: 1. Intraverted (I): It is more oriented on traditions and not on competition. 2. Sensing (S): Accumulating data focussing on the present and not the future.

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