Neubert amp Dycks Organizational Behaviour Learning Objectives 1 Creating an Organizational Culture Discuss how an organizational culture is created 2 Prioritizing a Form of Organizational Culture ID: 651895
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13 Developing Organizational Cultures and Structures
Neubert & Dyck’s
Organizational
BehaviourSlide2
Learning Objectives
1. Creating an Organizational Culture
Discuss how an organizational culture is created
2. Prioritizing a Form of Organizational CultureDescribe the key assumptions and values associated with four basic organizational cultures3. Aligning Culture with Structure, Technology and StrategyExplain how to align organizational culture with structure, technology and strategy4. Combining the Pieces to Make Four Organizational TypesIdentify the four basic organizational types and how they should fit together to form a coherent whole
Copyright © 2016 John Wiley & Sons, Inc.Slide3
Chapter Navigator
Creating an Organizational Culture
Prioritizing a Form of Organizational Culture
Aligning Culture With Structure, Technology and StrategyCombining The Pieces To Make Four Organizational TypesCopyright © 2016 John Wiley & Sons, Inc.Slide4
Copyright © 2016 John Wiley & Sons, Inc.Slide5
Creating an Organizational Culture
Culture Creation By Leaders
Socialization
Organizational Culture’s Contribution to UniformityStrong versus Weak CultureCopyright © 2016 John Wiley & Sons, Inc.Slide6
Prioritizing a Form of Organizational
Culture
What an Organizational Culture Does
Clan Organizational CultureHierarchy Organizational CultureAdhocracy Organizational CultureMarket Organizational CultureCopyright © 2016 John Wiley & Sons, Inc.Slide7
Clan and Hierarchy Organizational Cultures
What is Clan Culture?
Examples of Clan Culture
Conventional versus Sustainable Clan CultureWhat is Hierarchy Culture?Examples of Hierarchy CultureConventional versus Sustainable Hierarchy Culture
Copyright © 2016 John Wiley & Sons, Inc.Slide8
Copyright © 2016 John Wiley & Sons, Inc.Slide9
Adhocracy and Market Organizational Culture
What is
Adhocracy
Culture?Examples of Adhocracy CultureConventional versus Sustainable Adhocracy CultureWhat is Market Culture?Examples of Market Culture
Conventional versus Sustainable
Market
Culture
Copyright © 2016 John Wiley & Sons, Inc.Slide10
Copyright © 2016 John Wiley & Sons, Inc.Slide11
Aligning Culture With Structure, Technology and Strategy
Organizational Structure
Technology
StrategyConventional and Sustainable OB Approaches: Structure, Technology and StrategyCopyright © 2016 John Wiley & Sons, Inc.Slide12
Aligning Culture With Structure
Mechanistic Structure
Organic Structure
Inward-Facing StructuresOutward-Facing StructuresConventional Organizational Structure and Their CharacteristicsCopyright © 2016 John Wiley & Sons, Inc.Slide13
Copyright © 2016 John Wiley & Sons, Inc.Slide14
Copyright © 2016 John Wiley & Sons, Inc.Slide15
Aligning Culture
With Technology
Technology
Task AnalyzabilityTask VarietyRoutine and Engineering TechnologiesNonroutine and Craft TechnologiesCopyright © 2016 John Wiley & Sons, Inc.Slide16
Aligning Culture
With Strategy
Cost Leadership
DifferentiationFocusMinimizerTransformerStrategy: Conventional and Sustainable OB ApproachesCopyright © 2016 John Wiley & Sons, Inc.Slide17
Combining The Pieces to Make Four Organizational Types
Organizational Type
The Simple Type
The Defender TypeThe Prospector TypeThe Analyzer TypeCopyright © 2016 John Wiley & Sons, Inc.Slide18
The Simple and Defender Types
What is Organizational Type?
Conventional Simple Type
Voluntary Simplicity TypeConventional Defender TypeSustainable Defender TypeCopyright © 2016 John Wiley & Sons, Inc.Slide19
The Prospector and Analyzer Types
Conventional Prospector Type
Sustainable Prospector Types
Conventional Analyzer TypeSustainable Analyzer TypeCopyright © 2016 John Wiley & Sons, Inc.Slide20
Copyright © 2016 John Wiley & Sons, Inc.Slide21
Copyright
Copyright ©
2016
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