Unit Seven: Foundations Of Organizational Structure And Cult

Unit Seven: Foundations of Organizational Structure and Culture Sutton M. Jacobs University of the Cumberlands

According to Robbins & Judge (2018), organizational structure defines the formal division and coordination of efforts to achieve job tasks. This can be further broken down into seven components: work specialization, departmentalization, chain of command, span of control, (de)centralization, formalization, and boundary spanning. One of the most important factors in organizational structure is work specialization. Work specialization is how tasks are divided into specific tasks, usually to increase efficiency and productivity.

This effects how educated or specialized a worker's skills must be to perform their required duties, and usually to be hired in the first place to meet the anticipated organizational structure. Chain of command is also necessary to consider in organizational structure; this determines the communication and power chain in the workplace, defining who reports and/or manages who. Along these lines, span of control determines how many individuals should work under a manager within the chain of command. Where decision rights lie within this chain of command represents how centralized or decentralized the structure is. The framework of organizational structures can vary widely to include simple, bureaucratic, functional, divisional, team, virtual, circular, and matrix structures.

Each structure differs in how much emphasis they have in each of the seven components that define them. A structure outlining an organization varies for several reasons, including but not limited to their strategies pursuing, organizational size, technology available, cultural factors, and industry/market environment. From an employee perspective, many structures appear simple and linear. There can be a clear path designated in a chain of command from top to bottom, everyone fulfills their set duties, and little deviation. However, more complex structures can appear at first as simple, but have actually evolved into models such as team structures.

For example, I have a clear supervisor who reports to the athletic director who reports to the university president. Instead of working linearly though, work teams are strategically created within higher education institutions to effectively run. The members of my team dynamically work together to fulfill our duties, but also have to work directly with another team, such as IT for example, to get permission to get particular equipment – part of the decision rights process. According to Robbins & Judge (2018), organizational culture is a how employees equally establish meaning to their work environment and distinguish themselves as unique from other organizational cultures. In time, this allows for new stories, traditions, rituals, symbols, etc., to be associated within the organization to make them unique from others.

In addition, norms and moral behaviors are established within the identified culture. Organizational culture is comprised of and defined by seven characteristics: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness or internal competitiveness, and workplace stability. Outcome orientation is determined by management’s focus either being on the end results or the process getting there. Management influences people orientation depending on their consideration of the effect decision making has on their employees. Team orientation is how the company performs at the team level compared to individual success.

Because the degree of each previously mentioned characteristic exhibited by the organization, there can be a variety of cultures created within the organization, but the core values of the organization prevail as the dominant culture exhibited. Organizational culture has an ethical dimension; organizational members often share beliefs of moral workplace behavior, as well as wrong and right decisions to make. The culture of the organization can also drive innovation, if the norms and vision of the organization provoke them to move in said direction through their team orientation, risks taken, etc. This is important because if the organizational culture allows for unnecessary behavior by the organizational members, the work environment may become negative.

Potential new hires should strategically fit the current organizational structure, climate, and culture.

Paper For Above instruction

Organizational structure and culture are fundamental aspects that shape how a business operates, influences employee behavior, and determines organizational success. Understanding these foundations is essential for managers and employees alike to navigate and contribute effectively within their organizations. This paper explores the key components of organizational structure as defined by Robbins and Judge (2018), the various types of structures, and the role of organizational culture in fostering a productive work environment.

Understanding Organizational Structure

Robbins and Judge (2018) describe organizational structure as the formal system of task division and coordination aimed at achieving organizational goals. This structure is delineated through seven core components: work specialization, departmentalization, chain of command, span of control, (de)centralization, formalization, and boundary spanning. Each component influences how work is performed, communicated, and controlled within an organization.

Work Specialization

Work specialization involves dividing tasks into specific activities to increase efficiency. By concentrating on particular skills or tasks, employees become more proficient, which enhances productivity. However, excessive specialization can lead to employee boredom and hinder flexibility, thus requiring a balanced approach (Robbins & Judge, 2018). For instance, in my experience, teams within educational institutions are often specialized, with members focusing on their core responsibilities while collaborating across departments for tasks like equipment procurement or event planning.

Chain of Command and Span of Control

The chain of command establishes who reports to whom, ensuring clear lines of authority and responsibility. The span of control refers to the number of subordinates directly reporting to a manager. A narrow span indicates close supervision, whereas a wider span implies a more autonomous team. These elements together determine the formal hierarchy and influence decision-making speed and flexibility (Robbins & Judge, 2018).

Types of Organizational Structures

Organizations can adopt various structural frameworks depending on their size, strategy, and environment. Common types include simple, bureaucratic, functional, divisional, team-based, virtual, circular, and matrix structures. For example, educational institutions may use team or matrix structures to facilitate collaboration among departments, which contrasts with more rigid bureaucratic models used in traditional corporate settings.

The Role of Organizational Culture

Organizational culture shapes employees' perceptions and behaviors, creating a shared environment that influences organizational performance. Robbins and Judge (2018) highlight seven cultural characteristics: innovation and risk-taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and workplace stability.

Effective culture promotes a positive work climate, aligns employee values with organizational goals, and fosters innovation. For instance, a culture emphasizing innovation and risk-taking encourages employees to experiment and innovate, which can lead to competitive advantage (Schein, 2010). Conversely, a rigid culture with high stability may inhibit change and adaptability.

Organizational culture is also imbued with ethical values, guiding acceptable behavior and decision-making. Shared moral beliefs support integrity and accountability, which are crucial for long-term success (Brown, Treviño, & Harrison, 2005). Moreover, culture influences employee engagement, job satisfaction, and retention (Krell, 2015).

Strategic Fit of New Hires

Hiring decisions should consider not only skills and experience but also alignment with the organization's structure and culture. A good fit ensures seamless integration, enhances team cohesion, and reduces turnover (Kristof-Brown, Zimmerman, & Johnson, 2005). For instance, a new employee in a collaborative, team-oriented culture should demonstrate strong interpersonal skills and adaptability to thrive in such an environment.

Conclusion

Understanding the interplay of organizational structure and culture is vital for creating effective, adaptable, and resilient organizations. Structures define formal relationships and workflows, while culture influences the informal environment and shared values. When these elements are aligned with organizational strategies and goals, they foster an engaged workforce and drive sustainable success.

References

• Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, 16(6), 595–616.
• Krell, E. (2015). Culture and Employee Engagement. Journal of Organizational Culture, Communications & Conflict, 19(2), 1-15.
• Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals' fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281-342.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Robbins, S. P., & Judge, T. A. (2018). Essentials of Organizational Behavior (14th ed.). Pearson.