What Is the Relationship of Organizational Structure, Control and Culture? When Would a Company Decide to Change from a Functional to a Multidivisional Structure?
Assignment 8
What is the relationship of organizational structure, control and culture? When would a company decide to change from a functional to a multidivisional structure?
Between the structures, the controls and the culture is a relationship that works like a chain that is locked to itself. Organizational structure specifies procedures, controls, and decision-making authority. It is critical to match organizational structure to the company strategy. The structure have the purpose of manage the firm’s daily work routines, explore new resources and competitive possibilities, distribute resources. This is a chain because every company is made by employees of different levels, background, and history and believes. Thru the interaction between them and the company structure and function is where we can find the culture. The controls are created by the structure that the organization have created with the purpose of motivate employee's. Organizational controls provide guide strategy implementation, identify differences between actual & expected results, suggest which corrective actions to take.
The organizational culture is shaped by the people through shared values and norms. The controls are used for example in the interaction with internal and external resources. There are different control establish in different areas that the structure have design and in must company’s you can observe and notice the difference in culture thru the organization structure and which controls are presented in each area of the organization. Organization structure is a tool to implement and manage strategies decided by the management of the company and distributes them thru the company using control to monitor, and this with the people creates a distinctive culture for every organization.
The functional structure is characterized by limited corporate staff in management areas. Usually manager is in organizational areas divided by function, like accounting, R&D, marketing,
What is the relationship of organizational structure, control and culture? When would a company decide to change from a functional to a multidivisional structure?
Between the structures, the controls and the culture is a relationship that works like a chain that is locked to itself. Organizational structure specifies procedures, controls, and decision-making authority. It is critical to match organizational structure to the company strategy. The structure have the purpose of manage the firm’s daily work routines, explore new resources and competitive possibilities, distribute resources. This is a chain because every company is made by employees of different levels, background, and history and believes. Thru the interaction between them and the company structure and function is where we can find the culture. The controls are created by the structure that the organization have created with the purpose of motivate employee's. Organizational controls provide guide strategy implementation, identify differences between actual & expected results, suggest which corrective actions to take.
The organizational culture is shaped by the people through shared values and norms. The controls are used for example in the interaction with internal and external resources. There are different control establish in different areas that the structure have design and in must company’s you can observe and notice the difference in culture thru the organization structure and which controls are presented in each area of the organization. Organization structure is a tool to implement and manage strategies decided by the management of the company and distributes them thru the company using control to monitor, and this with the people creates a distinctive culture for every organization.
The functional structure is characterized by limited corporate staff in management areas. Usually manager is in organizational areas divided by function, like accounting, R&D, marketing,