1. Scenario 1: Types of Culture Considering the four different types of organizational culture described in Management, answer the following questions: Which type of culture closely describes the culture at your organization (or organization you are familiar with or interested in)? What are the pros and cons of the culture? Are you a fit for the the culture? Why/why not? What questions would you ask a perspective employer to determine cultural fit? What are recommendations for improving the culture? 2. Scenario 2: Levels of Culture Considering the culture of your organization (or an organization with which you are familiar), answer the following questions: What are the specific components of each level of organizational culture? How do employees at the organization learn about culture? If needing to influence change in the organization, at which level should resources be focused? Why? 3. Scenario 3: Organizational Structure Locate the organizational chart for your company or one for which you would like to work. Compare the chart to the structures defined in the textbook to determine the type of structure your organization most closely resembles. Answer the following questions: What are the advantages and disadvantages of this structure? How does structure contribute to helping organizations achieve strategic goals? What does the org chart say about span of control? What recomendations would help improve organizational structure? 4. Why are first impressions and first 2 months on the job so important to fitting in with the culture? 5. Why would behavior, attitude and personality be more important on the job than skills? 6. The orchestra is a good metaphor for management and leadership. Each instrument has a specific role and strength. While some instruments may sound good in solos others may not. But put all the instruments together and you have a symphony. There are leadership lessons based on conducting an orchestra. Conductors need to inspire and enable musicians (Solender, 2015). How is this similar to management?

Q1 Types of Organizational Culture

The type of culture that carefully describes the culture at Wal-Mart is that of clan culture which is strategically rooted in collaboration where all the members of the organization come together as one family and share commonalities and view themselves as part of the business who are active and engaged. Some of the advantages of clan culture are that the fundamental values are rooted in teamwork, communication, and consensus while leadership is also taking the form of mentorship and entire business bound by traditions and commitments (Cameron & Quinn, 2011). Moreover, in this type of culture, there is the development of respectful interactions with workers, consumers, suppliers and the environment itself. On the other hand, one disadvantage of this culture is that there is no diversity as it tends to be a homogenous business.

In a personal view, I am fit for the clan culture embraced at the Wal-Mart organization as it creates a more supportive environment in the working surrounding. Employees come together and operate as one family and help each other in bringing success to the business as a whole (Cameron & Quinn, 2011). Some of the questions that should be asked to a prospective worker with the aim of determining cultural fit include: “describe the work surrounding or culture in which you are most productive and comfortable.” Lastly, some of the recommendations for enhancing the clan culture at Wal-Mart are through rewarding of employees, and other stakeholders who typically contribute to the culture thus will, in turn, lead to better results. There is also the need to evaluate and identify all workers are damaging the institution’s culture and later coming up with a scheme that will communicate new expectations and change the negative behavior.

 

Q2 Levels of Culture

Some of the specific components of every level of institutional culture involve compelling vision as a greater culture like that of clan begins with a strong vision and mission statements that will in turn guide Wal-Mart’s core values and provide it with purpose. When both the accounts are deeply authenticated and prominently outlined, a good vision statement is capable of assisting clients, suppliers and other stakeholders (Zheng, Yang & McLean, 2010). The second other essential component is the type of values adopted since values are fundamental aspects of clan culture as they offer a series of guidelines on the actions and mindset effective in achieving the set vision. On the other hand, some of the ways that employees at Wal-Mart learn about the clan culture is through the business’s formalization training and development schemes where all individuals in the organization ought to be engaged in the training program.

Other means include the type of system within the organization where the human resource systems at the business are capable of highlighting and rewarding its upcoming associates and leaders. Wal-Mart also carries out its business operations with the emphasis on culture regularly thus making it easy for the workers to learn the type of culture embraced within the business (Zheng, Yang & McLean, 2010). In influencing the change at Wal-Mart, the company should focus its resources on the human resource management. The company is considered as one of the largest organizations internationally regarding size, business worth, and financial presentation; thus, the firm ought to ensure that its human resources are encouraged in fulfilling the business core needs and prospects.

Q3 Organizational Structure

Wal-Mart typically applies a divisional institution structure at the top rank and a matrix managerial formation at the store level. The advantage of this organizational composition is that businesses can focus and specialize its operations into independent sectors, each capable of fulfilling consumer demands and changes within the business surrounding (Gillikin, 2015). Moreover, a division’s focus enables the business to build a shared culture that contributes to top morale and detailed awareness of the existing division’s assortment. On the other hand, some of the disadvantages associated with divisional organizational structure are the introduction of office political opinions instead of using calculated thinking to influence its view on such issues as allocations of the business resources. It is documented that any business strategy is a practical scheme for acquiring institution missions and objectives while the structure is the official layout of an organization’s hierarchy.

Both the structure and strategy are critical elements of carrying out business and even organizations that do not have a formal approach and structures likely still have both in one form or another. Structure typically outlines the means by which the laid procedures are to be formed and implemented (Gillikin, 2015). The organization’s chart usually describes that span of control is so narrow as the business has managed teams that on how merchandise gets priced, the method used in shipping the products and other associated items that need to be handled. As a recommendation of enhancing institutional structure, it is appropriate to combine all functions where small businesses give several responsibilities to various divisions to save money; more so, if the service only needs part-time attention.

Q4 Advantages Career First Impression

The importance of the first impression is that allows one to prioritize what are the necessary things that should be valued within the organization including the advantages of cultural norms including where people sit at break hours. The first impressions also make it easy for the new employee to connect with others and learn more about the organization’s products, the intended market objectives, culture among other essential aspects (Mann & Ferguson, 2015). First impressions typically expose one to being free with all the stakeholders plus finding a person who one can feel free to ask all the embarrassing questions thus making it easy to be part of the more prominent structure. Moreover, it is significant in achieving early wins and achieving early achievements; but even more so, early gains get one political capital needed to enhance the future objectives. It is appropriate that a new employee shows some good first impression if he or she needs to win the hearts of the management.

Q5 The significance of Behavior, Attitude, and Personality

Attitude, personality, and behavior are essential in any career that skills, as they are capable of enhancing the general performance since when people have the wrong approach, getting them to fit into the business, can be tricky. A person with a right attitude will associate with all the employees and consult in areas of difficulties hence initiating the urge to work harder and produce more positive results (Mann & Ferguson, 2015). The right attitude can also deal with the existing challenges where an individual will face the current difficulties, difficult times, and incorporate the practical methods of handling the problems. Having the appropriate skills but lacking the urge to use them is not going to assist the business in overcoming the existing difficulties and achieving success. Therefore, when hiring, executives ought to pay more attention to a person’s attitude, personality and behaviors just as much as on the technical skills sets.

Q6 The Orchestra as a Business

The career of the orchestral performer has sometimes been evaluated as “the last outpost of entire dictatorship;” however, today’s performer has to accomplish a much bigger responsibility in the management of an orchestra. One that is not only musical but also political, financial and administrative as well as nature (Koivunen & Wennes, 2011). With several orchestras running at a loss the financial constraints on programming, the choice of soloists and degree of rehearsal time needed, all become a fundamental consideration in the overall planning of plans and budgets. There is a prime rule in the orchestra that says “listen to one another and work together’ that is similar to that applied in management. In line with the leadership lessons acquired from an orchestra conductor, a conductor like any business owner has to understand his people and enable them to grow together with treating them with respect needed.

 

References

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.

Gillikin, J. (2015). Advantages & disadvantages of divisional organizational structure. Chron. com.

Koivunen, N., & Wennes, G. (2011). Show us the sound! Aesthetic leadership of symphony orchestra conductors. Leadership, 7(1), 51-71.

Mann, T. C., & Ferguson, M. J. (2015). Can we undo our first impressions? The role of reinterpretation in reversing implicit evaluations. Journal of Personality and Social Psychology, 108(6), 823.

Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.