Organizational Design And Culture According To Your Textbook

Organizational Design And Cultureaccording To Your Textbook Nelson A

Organizational Design and Culture" According to your textbook Nelson and Quick, (2015) we continue to move from the traditional methods of examining organizational design and structure, several forces are reshaping organizations such as the life cycles in organizations, globalization, changes in technology and demands on organizational processes. Give a detailed example of how your current employer or your last employer is meeting the challenges of these non-traditional forces. Watch the video titled, “How Disney Develops Culture†(6 min 35 s). You can also view the video at . Disney University’s four (4) fundamentals are to innovate, support, educate and entertain. Briefly describe the type of organization in which you are currently employed or were last employed. Explain and give two (2) examples how leaders sustain the culture in that organization, good or bad. Note : When incorporating information from the workplace, be sure to remove all identifying information such as the name of the organization, the names of individual affiliates, and sensitive or proprietary information.

Paper For Above instruction

In the rapidly evolving landscape of organizational management, companies must adapt to various non-traditional forces reshaping their structures and cultures. These forces include organizational life cycle stages, globalization, technological advancements, and the increasing demands on organizational processes. My previous employer, a mid-sized technology firm specializing in software development, exemplifies how organizations can meet these challenges effectively by fostering innovation, integrating diverse global talents, and leveraging cutting-edge technologies.

During its growth phase, this company faced the challenge of maintaining its innovative culture amid rapid expansion. To address this, leadership implemented a flexible organizational structure that encouraged autonomy and creativity among teams, supporting the organization's lifecycle needs. For instance, they established cross-functional teams that collaborated on projects, enabling rapid problem-solving and innovative thinking—aligning with the company’s core culture of innovation. This approach facilitated the delivery of high-quality, custom software solutions while adapting swiftly to emerging market demands.

Globalization manifested through the company's increasing collaboration with international clients and remote teams. Leaders adapted to this non-traditional force by embracing digital communication tools and creating a multicultural workspace. For example, the organization adopted virtual meeting platforms and active intercultural training programs to foster inclusivity and effective communication. These initiatives helped sustain a cohesive organizational culture that values diversity and continuous learning, reflecting Disney University’s foundational principles of innovating, supporting, educating, and entertaining. Disney’s emphasis on developing a resilient, innovative culture serves as a model for organizations navigating globalization.

Technological advancements presented ongoing challenges and opportunities. The firm invested heavily in new software development tools and cloud computing to enhance productivity and flexibility. An example includes migrating their infrastructure to cloud platforms, enabling remote work and rapid deployment of new applications. Leadership's proactive stance in technology adoption exemplifies how organizations can leverage innovation to remain competitive and responsive to customer needs, aligning with Nelson and Quick’s view of evolving organizational structures driven by technological change.

The organizational life cycle also influences leadership strategies. In the maturity stage, maintaining engagement and adapting to external pressures becomes critical. My employer’s leadership sustained the culture by promoting a continuous learning environment, encouraging employees to develop new skills through training programs and innovative projects. This ongoing investment in employee development supports the organization’s ability to adapt and thrive over time, embodying Disney’s philosophy of education as a fundamental element of organizational culture.

In conclusion, organizations today face complex non-traditional forces that shape their design and culture. Effective leadership involves understanding these forces and implementing strategies to address them proactively. My previous employer demonstrated this by fostering innovation, embracing globalization, adopting new technologies, and investing in employee development—ensuring resilience and sustained growth amid a dynamic business environment.

References

• Nelson, D. L., & Quick, J. C. (2015). Organizational Behavior: Science, the real world, and you. Cengage Learning.
• Disney Institute. (n.d.). How Disney Develops Culture. Retrieved from [URL]
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Hamel, G. (2000). Leading the Revolution. Harvard Business Review Press.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. McGraw-Hill.
• Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
• Ulrich, D. (1997). Human Resource Champions. Harvard Business School Publishing.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Adler, P. S., & Kwon, S. (2002). Social Capital: The Good, the Bad, and the Ugly. Harvard Business Review.