Defining it as "individual beliefs or perceptions concerning the terms of…relationship between the individual and the organization," psychological contracts are identified into the following dimensions: (1) vertical or horizontal, referring to social status and power in "exchange relationships" and (2) individualism and collectivism, reflecting people's self-concept, based from themselves and other people's perceptions (p. 1440). Results of the study showed that indeed, different countries manifested different kinds of psychological contracts from its employees. The Chinese tend to be more "custodial" in their approach, which is best described as a 'vertical-collectivist,' a highly cooperative relationship with also high regard to social status. The French have an "exploitive" employer-employee relationship (vertical-individualist), Canadians as "instrumental" (horizontal-individualist), and the Norwegians "communitarian" (horizontal-collectivist) (p. 1442). The study demonstrated the role that knowledge about cultures play in determining the best organizational strategy and structure that an organization should adapt given its nature or identity/character. Lastly, Fiedler and Welpe's (2010) exploration of the relationship between organizational memory and structure uncovered findings that highlighted the role that information or knowledge played in enhancing or improving organizational memory among its members/employees. Critical factors uncovered were codification of information (frequency of documenting information and results during professional and...
392-3). High usage of these factors were found to increase members'/employees' "memory" of their organization -- its nature, dynamics, and identity.
Org Structure Welcome to Acme Solutions! Ours is a growing company and I am pleased to welcome you to our family. You will find that Acme's simple organizational structure suits your preference for a collaborative work environment. We at Acme believe that even specialists can contribute to overall organizational success in areas beyond their locus of control. Therefore, the span of control in our organization is wide. We like to work
Organizational Structures and Leadership This paper explains the organization structure (or a combination of organization structures) implemented at a specific organization and how it affects the decision making and other aspects of the organization. For that purpose the health care organization has been taken into consideration. Organizational structure generally refers to the hierarchical, reporting, authority and leadership set-up of an entity. The structures determine the working, leadership and decision making styles of
Organizational Structure Critically discuss the extent to which an organisation's structure not only shapes its culture, but also its ability to transform itself As with structure, culture is methodologically analyzable by virtue of its emergent status. Indeed, like structure, culture has relational, causal properties of its own, which confront actualizing agency in the form of situational logics (Archer 2006: Chapter 7). Cultural analysis is also a multi-level affair, from the doctrinal level,
Organizational Structure There is one structural issue that will be examined. The hierarchical structure of CI is causing problems that affect the contingency factors most important to the CI organization including, Strategy, Sales cycle, and culture (Cengage, 2010). In the case study, Daly has assessed internal and external weaknesses and threats due to strategic direction. The analysis reveals two internal threats to the organization that stem from the hierarchical organizational structure and
Resolution often needs to be imposed from above. A third type of communication problem at firms operating a matrix structure is that of corporate culture clash. In the case of Spectrum, the regional head office may wish to impose upon the different product functions the head office corporate culture. Each of the functional firms, however, may have its own culture and may find that it benefits from certain cultural differences.
Flexibility, adaptability, and a global mindset cause my organization to behave in a responsive rather than hierarchical fashion. These organizational values conspire to create an organizational culture that respects education, values protocol and is detail-oriented, yet is not such a slave to the rules that it loses sight of human beings. After all, if the rules were absolute, there would not be different government laws and bylaws, depending on the
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