Multicultural-Management-Lernzettel-2.0.pdf

Multicultural-Management-Lernzettel-2.0.pdf - Chapter 7...

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Chapter 7: Culture and corporate structures - Rela&on between the structure and the culture of an organiza&on Organiza6onal structures: - Describe the way an ins&tu&on is organised to carry out its objec&ves and pursue its projects - It allows rela&ons within the organiza&on to be formalised by describing the tasks, jobs and posi&ons of its personnel, as well as the limits and responsibili&es of the work units - It also indicates the kind of hierarchy within the organiza&on, the levels of authority and power as well as the formal lines of communica&on between the employees - Organiza&onal structure forms the frame of the organiza&on’s culture - Variables that influence the structure of an organiza&on: 1. Size: if a company is small, it can be flexible and engage the whole staff in a range of ac&vi&es 2. Business environment: the structure of a large-scale organiza&on will need to be more decentralised if it sells its products in many markets, whether they be regional or interna&onal 3. Internal and external factors: the way internal forces (internal requirements like the choice of technology, tape of ac&vity) and external forces (economic condi&ons, governments, product-market condi&ons) are combined gives each enterprise a different structure, one that allows it to realise its par&cular goals - No fundamental difference between mul&na&onal organiza&ons and domes&c ones, expect that mul&na&onals operate across na&onal borders which means that the need for co-ordina&on and integra&on will be greater Pursue: verfolgen, betreiben Large-scale: großräumig Forms of organiza6onal culture: - Two main types of organiza&onal cultures A tradi&onal hierarchical structure: the staff is divided up according to func&on, product, service or loca&on A structure with several lines of repor&ng: the structure takes the form of a project team or assumes a matrix structure The network structure: facilitates partnerships between organiza&ons - Func&ons, products and geographic areas remain the three basic models of organiza&onal structure - Five organiza&onal structures (Fatehi): 1. Geographic structure: employees are grouped according to region in the broad sense at the head of each division there is a senior-level execu&ve who shares responsibility for the area with the human resources manager
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headquarters maintains control of strategic planning as well as control of the opera&ons of each company a number of regional divisions may retain the possibility of producing and selling according to local needs 2. Func&onal structure: Responsibili&es are arranged according the func&onal areas: at the head of each func&on – marke&ng, finance, research and development etc. – is a senior manager who reports directly to the company’s chief execu&ve Where a company has several product lines, the “func&onal managers” do not always have the same objec&ves These differences of opinion may be passed to the headquarters, where execu&ves could spend more &me resolving such conflicts than they do
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