Description of Module
This Module examines some of the various means in which organizations can be structured for maximum effectiveness.
Organizational culture: the effects culture as on members within the organization; how members learn the culture; and how it can be changed
Required Readings
Textbook, ch. 14 -15
Discussion Question
DQ 13: Summarize why managers want to create boundaryless organizations
Post your initial response (100 words minimum) and respond to two student postings. Initial responses should contain substantial content and incorporate concepts, terms, and theories from the learning material.
Due Date: Due on Wednesday, December 19, 2013
DQ 14: Contrast organizational culture and job satisfaction
Post your initial response (100 words minimum) and respond to two student postings. Initial responses should contain substantial content and incorporate concepts, terms, and theories from the learning material.
Due Date: Due on Thursday, December 20, 2013
DQ 13
ReplyDeleteBoudaryless organization is a contemporary approach to company’s structure that implies eliminating horizontal (departmental), vertical (hierarchical), or external (to customer and suppliers) boundaries in it’s functioning. Such organizations seek to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
The term “boudaryless organization” was invented by former chairman of General Electric, Jack Welch. Nowadays this concept is broadly used by many companies including Hewlett-Packard, AT&T, Motorola, 3M, Xerox and others. The main advantages of implementing boudaryless structure in organization are:
• An ability to enhance interaction among functions, product lines, and units. Informational, financial and labor flows are limited by operation under functional departments, while boudaryless structure provide their effective interactions.
• The organization business activity around processes rather than functional departments allows refocusing from task-oriented approach to process-oriented structure. Cross-functional teams are more flexible, effective and allow provision more resources for particular problem solving.
• Under boudaryless structure organization could benefit from lateral transfer of workforce, which implies rotating people into and out of different functional areas. Such mechanism converts specialists into generalist, who are competent and skilled in several professional fields.
These advantages stimulate manager to create boundaryless organizations.
To note: boundaryless and not boudaryless. I think it is a typo-error. Other thank you for showing that you have read the material. Very good.
DeleteBoundaryless organisation is a term firstly introduced by former chairman of GE, Jack Welch, which was described as organization without chain of command, having limitless span of control and empowerd teams instead of departments.
ReplyDeleteThe advantage of this organization is the fact of hierarchy flattering by removing vertical boundaries, making ranks minimized, therefore, decision-making becomes common and does not depend on one final decision. Employees at different levels are heard within organisation via performance measurement and participative decision-making process.
Creation of horizontal and lateral boundaries unite employees throughout the organization and allow them to share their experience with each other. Moreover, boundaryless organization becomes stronger in fighting geographical barriers, which is very important nowadays as strategic response to increased globalization. Teams manage to work together using all possible telecommunicating devices which helps to better generate ideas and make coherent goals. This helps to serve and understand customers throughout the world better and at the end increases company's profitability.
DQ14
DQ14
ReplyDeleteCulture in organization is a set of values, beliefs and behaviours that contribute to social and physochological environment at the organization and uniquely define and defer it from any other company. Terms mission and vision of organization are connected to organizational culture, since they clearly state the purpose of the organization and what it is trying to achieve. Normally, leaders try to follow mission and objectives together with strategies in order to make the organization effective. It is proved that leadership has direct positive correlation with job satisfaction.
On the other hand, job satisfaction is evaluation of how much a given employee enjoys working in a certain position and for a certain company. Since values and beliefs constitute organizational culture, employee wishes or not to comply with those values, thus, if employee does not share culture with his company, job satisfaction will be probably negative. Another option is that organizational culture is non-existant or not followed by employees: in this case there is a risk that job dissatisfaction will be high. As an exmaple, employees are highly aware of company's culture, they know and share its values, while their manager does not care about given culture code and chooses to base his decisions on personal preferences. This will definetely lead to high dissatisfaction.
In conclusion, in majority of cases when fair and clear organizational culture is in place, job satisfaction is high, while non-existent or vague culture creates dissatisfaction since it gives a room for freedom of decision-making which does not always comply with company's policies.
Good
DeleteHere is the answer I expect for D 14:
DeleteCulture 5 basic functions
Defines Boundaries
Conveys a Sense of Identity
Generates Commitment Beyond Oneself
Enhances Social Stability
Sense-making and Control Mechanism
7 Characteristics of Organisational Culture
1.Innovation and Risk Taking
2.Attention to Detail
3.Outcome Orientation
4.People Orientation
5.Team Orientation
6.Aggressiveness
7.Stability
Major Job Attitudes
Job Satisfaction
Job Involvement
Psychological Empowerment
Organizational Commitment
Affective commitment
Continuance commitment
Normative commitment
Perceived Organizational Support (POS)
Employee Engagement
What Causes Job Satisfaction?
The Work Itself – the strongest correlation with overall satisfaction
Social Component – there is a strong correlation with how people view the social context of their work
Pay – not correlated after individual reaches a level of comfortable living
Organisational Culture and Job Satisfaction
Organizational culture is concerned with how employees perceive the culture, not whether or not they like it.
Employees are satisfied of the nature of work, the social context of their work (of which organisational culture plays a part), and the sense of equity (salary received).
You did not address all the components that make job satifsfaction.
DQ13
ReplyDeleteBoundaryless organizations “transcend the rigid lines of bureaucracy and divisional boundaries within a corporation and ignore the borders where the corporation itself is separated from its markets, customers and 'stakeholders'". This is a modern definition of boundaryless organization by QFinance journal. If to go to its origins, this term was firstly implemented at General Electric by Jack Welch, who already at that time understood the importance of developing and bringing further successful companies.
The characteristics of boundaryless organizations go from traditional face-to-face communication to communication without boundaries, such as e-mail, phone, video-conferences in order to overcome geographical distance, which formerly was an obstacle. Verticle hierarchy and unnecessary control are removed, therefore, experts are organised in teams where opinions are heard and enough authority is given for effective decision-making process. Learning is encouraged in boundaryless organizations, thus, employees can become qualified in every area of company's activity.
Managers try hard to achieve the status of "boundaryless organization" because changes occur every day in nowadays business world. Client is a main focus of every company, and growing client base is connected to overcoming geographical barriers, promoting partnerships and collaboration between the companies, going along with globalization process and stating that there are no boundaries to satisfy and keep clients and stakeholders happy.
DQ14
Organizational culture is highly connected with leadership in a given organization, and leadership is highly connected to job satisfaction.
Organizational culture is the values and behaviours that go along with company's activity in order to accomplish organizational goals and strategy. Leadership style acquired by a given organization determines how satisfied employees will be with their job. This can be shown in a simple example when company has a manager who supports and cares about its employes, using a balanced power to lead them. This type of manager would normally encourage open communication and dialogue, therefore, there would be no misunderstandings and no reason for a conflict. In this case manager behaves in terms of organizational culture, thus, he becomes an advocate to promote it according to fairness and values. When process is done this way, there will be positive feedback for a manager, therefore, job satisfaction will be high.
Certainly, if there is no strong organizational culture in place, this will affect organizational leaders and in consequence weak or unfair leadership. Dissatisfaction tends to increase when the goals are unclear or unfair, meaning the manager does not count on what employees think or that the task given simply cannot be executed, therefore, this style of leadership does not comply with a strong organizational culture of the company.
Please see my remarks re D.14.
Delete