1. Describe the Organizational Culture for your company.
2. Identify your organization's Operative Goals.
3. Who are your Inside Stakeholders and Outside Stakeholders? Identify your stakeholders.
4. What kinds of Interorganizational Strategies will you use to enforce your organization's ethical codes?
5. What factors will determine the balance between Centralization and Decentralization for your organization?
6. Identify the structure of your organization. Is the structure Mechanistic, Organic, or a combination of both structures? Explain why.© BrainMass Inc. brainmass.com October 9, 2019, 8:05 pm ad1c9bdddf
1. Describe the Organizational Culture for your company
Organizational culture can loosely be defined as the shared assumptions, beliefs, and "normal behaviors" (norms) of a group. These are powerful influences on the way people live and act, and they define what is "normal" and how to sanction those who are not "normal." To a large
degree, what we do is determined by our culture. Culture is very powerful. (One example is the cultural change effort at British Airways, which transformed an unprofitable airline with a poor reputation into a paragon of politeness and profit). (Tool pack)
Our organization culture
We believe in collegial model. Our organization culture emphasize on partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
J.A. Chatman and K.A. Jehn in 1994, identified seven primary characteristics that define an organization's culture: innovation, stability (maintaining the status quo versus growth), people orientation, outcome orientation, easygoingness, detail orientation, and team orientation. At sweet treats we have got the culture of innovation, adaptation and learning in order to make our products unique and to delight our customers. We share the values of diversity and adaptation. Thus we have got the strong culture as staff responds because of the alignment with the organization's values. This is because of our culture of innovation, developing leadership, diversity and local adaptation.
http://www.referenceforbusiness.com/management/Ob-Or/Organizational-Culture.html as retrieved on 20 Jan 2007 16:35:57 GMT.
2. Identify your organization's Operative Goals
Here are some categories of critical performance outcomes:
According to the one performance measurement index Balance scorecard the following perspectives are important:
The Balanced Scorecard tends to focus more on critical performance indicators and missing out what can be considered less important indicators (Kippenberger 1996):
* Financial perspective - measures reflecting financial performance, for example number of debtors, cash flow or return on investment.
* Customer perspective - measures having a direct impact on customers, for example time taken to process a phone call, results of customer surveys, number of complaints or competitive rankings.
* Business process perspective - measures reflecting the performance of key business processes, for example the time spent prospecting, number of units that required rework or process cost.
? Learning and growth perspective - measures describing the companies learning curve, for example number of employee suggestions or total hours spent on staff training.
Thus our operating goals are:
1) To achieve the revenue of $10 million in the ...
Your tutorial is 1,633 words plus 9 references. The commentary discusses Sweet Treats. At sweet treats we have got the culture of innovation, adaptation and learning in order to make our products unique and to delight our customers. We share the values of diversity and adaptation. Thus we have got the strong culture as staff responds because of the alignment with the organization's values. This is because of our culture of innovation, developing leadership, diversity and local adaptation. (see posting for full comments)