Date: 25/10/2019 Time: 6:00 PM Darwin Time

Date: 25/10/2019 Time : 6:00 PM Darwin time Words : excluding references

With reference to Janicijevic (2013) and Padaki (2010), explain the concepts of organisational culture and organisational structure. Based on the author's theories, describe the organisational culture and organisational structure of the agency you are completing your placement with.

Paper For Above instruction

Organizational culture and organizational structure are fundamental concepts that shape the identity, performance, and effectiveness of any institution. According to Janicijevic (2013), organizational culture encompasses shared assumptions, values, beliefs, and attitudes within an organization, forming a cognitive framework that influences behavior and decision-making. Padaki (2010) emphasizes the importance of organizational values, highlighting how these core principles guide actions and shape the organizational environment. Understanding these concepts is crucial for analyzing how organizations function and adapt to their internal and external environments.

Janicijevic (2013) elaborates that organizational culture comprises two primary components: the cognitive and the symbolic. The cognitive component includes mutual assumptions, norms, beliefs, and attitudes shared by members, which serve as interpretative schemes for understanding the surrounding world. These shared mental models enable members to perceive their environment uniformly and make consistent decisions. Symbols, on the other hand, manifest the culture externally and are observable indicators such as rituals, language, and artifacts. The influence of organizational culture extends to leadership styles, organizational learning, knowledge management, and overall performance, shaping how individuals interact within the organization.

Conversely, organizational structure pertains to the pattern of formal relationships, roles, and responsibilities that determine how activities are coordinated toward achieving organizational goals. Janicijevic (2013) describes it as a purposeful arrangement of actions and interactions, aligning member efforts through defined hierarchies and communication channels. The structure provides a framework within which organizational members operate, facilitating goal attainment through clarity of roles and accountability. Padaki (2010) emphasizes that organizational values influence how structures are designed, aligning formal relationships with the core principles that guide the organization’s mission.

Applying Janicijevic’s and Padaki’s theories to my placement organization, I observe a culture deeply rooted in social service values, emphasizing compassion, community empowerment, and self-sufficiency. The organizational norms include addressing profound social, physical, and spiritual needs through direct support, advocacy, and community development initiatives. These shared beliefs foster a culture where staff are committed to social justice and client-centered approaches, reflecting the organization’s core values.

The organizational structure at my agency is relatively flat, with a team-based approach that promotes collaboration. There are four operational managers responsible for different functional areas, such as outreach, case management, community engagement, and administrative support. The top management—comprising the board of directors and the CEO—sets strategic priorities and delegates decision-making authority to these managers. This structure allows for flexibility and responsiveness to community needs while maintaining accountability through clear role definitions and communication channels.

In conclusion, the organizational culture of my placement agency aligns with Janicijevic’s view of shared assumptions and values guiding behavior, fostering a committed and mission-driven workforce. Its structural design allows for operational flexibility and effective coordination, supporting the organization’s social purpose. Understanding these concepts and their interplay enhances our capacity to contribute meaningfully to organizational development and service delivery.

References

• Janicijevic, N. (2013). The mutual impact of organizational culture and structure. Ekon An, 58(198), 35-60.
• Padaki, V. (2010). Coming to grips with organisational values. Development in Practice, 20(3-4), 367-376.
• Hilhorst, D., & Schiemann, N. (2010). Humanitarian principles and organisational culture: Everyday practice in Médecins Sans Frontières-Holland. Development in Practice, 12(3-4), 261-274.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. McGraw-Hill.
• Hatch, M. J. (2018). Organization Theory: Modern, Symbolic, and Postmodern Perspectives. Oxford University Press.
• Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
• Schein, E. H. (2017). The Corporate Culture Survival Guide. Jossey-Bass.
• Kenny, C. (2016). Understanding organizational structure. Journal of Management, 42(4), 1120-1134.