Which of the following profile of an organization emphasizes delivering value

Adhocracy cultureCreates an environment of innovating, visioning the future, accepting of managing change, and risk taking, rule-breaking, experimentation, entrepreneurship, and uncertainty.Clan cultureFocuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching.Competing Values FrameworkDeveloped by Kim Cameron and Robert Quinn this model is used for diagnosing an organization’s cultural effectiveness and examining its fit with its environment.Complex-Stable environmentsEnvironments that have a large number of external elements, and elements are dissimilar and where elements remain the same or change slowly.Complex-Unstable environmentsEnvironments that have a large number of external elements, and elements are dissimilar and where elements change frequently and unpredictablyCorporate cultureDefines how motivating employees’ beliefs, behaviors, relationships, and ways they work creates a culture that is based on the values the organization believes in.Divisional structureAn organizational structure characterized by functional departments grouped under a division head.DomainThe purpose of the organization from which its strategies, organizational capabilities, resources, and management systems are mobilized to support the enterprise’s purpose.Functional structureThe earliest and most used organizational designs.Geographic structureAn Organizational option aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves.Government and political environment forcesThe global economy and changing political actions increase uncertainty for businesses, while creating opportunities for some industries and instability in others.Hierarchy cultureEmphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, careful decision making.Horizontal organizational structuresA “flatter” organizational structure often found in matrix organizations where individuals relish the breath and development that their team offers.Internal dimensions of organizationsHow an organization’s culture affects and influences its strategy.Market cultureFocuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, competing and getting things done.Matrix structureAn organizational structure close in approach to organic systems that attempt to respond to environmental uncertainty, complexity, and instability.McKinsey 7-S modelA popular depiction of internal organizational dimensions.Mechanistic organizational structuresBest suited for environments that range from stable and simple to low-moderate uncertainty and have a formal “pyramid’ structure.Natural disaster and human induced environmental problemsEvents such as high-impact hurricanes, extreme temperatures and the rise in CO2 emissions as well as ‘man-made’ environmental disasters such as water and food crises; biodiversity loss and ecosystem collapse; large-scale involuntary migration are a force that affects organizations.Networked-team structureA form of the horizontal organization.Organic organizational structuresThe opposite of a functional organizational form that works best in unstable, complex changing environments.Organizational structuresA broad term that covers both mechanistic and organic organizational structures.Simple-Stable environmentsEnvironments that have a small number of external elements, and elements are similar, and the elements remain the same or change slowly.Simple-Unstable environmentsEnvironments that have a small number of external elements, and elements are similar and where elements change frequently and unpredictably.Socio-cultural environment forcesInclude different generations’ values, beliefs, attitudes and habits, customs and traditions, habits and lifestyles.Technological forcesEnvironmental influence on organizations where speed, price, service, and quality of products and services are dimensions of organizations’ competitive advantage in this era.Virtual structureA recent organizational structure that has emerged in the 1990’s and early 2000’s as a response to requiring more flexibility, solution based tasks on demand, less geographical constraints, and accessibility to dispersed expertise.

The two axes in the framework, external focus versus internal focus, indicate whether or not the organization’s culture is externally or internally oriented. The other two axes, flexibility versus stability and control, determine whether a culture functions better in a stable, controlled environment or a flexible, fast-paced environment. Combining the axes offers four cultural types: (1) the dynamic, entrepreneurial Adhocracy Culture—an external focus with a flexibility orientation; (2) the people-oriented, friendly Clan Culture—an internal focus with a flexibility orientation; (3) the process-oriented, structured Hierarchy Culture—an internal focus with a stability/control orientation; and (4) the results-oriented, competitive Market Culture—an external focus with a stability/control orientation.

The orientation of each of these cultural types is summarized as follows. The Adhocracy Culture profile of an organization emphasizes creating, innovating, visioning the future, managing change, risk-taking, rule-breaking, experimentation, entrepreneurship, and uncertainty. This profile culture is often found in such fast-paced industries as filming, consulting, space flight, and software development. Facebook and Google’s cultures also match these characteristics.48 It should be noted, however, that larger organizations may have different cultures for different groupings of professionals, even though the larger culture is still dominant. For example, a different subculture may evolve for hourly workers as compared to PhD research scientists in an organization.

The Clan Culture type focuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching. Organizations that focus on human development, human resources, team building, and mentoring would fit this profile. This type of culture fits Tom’s of Maine, which has strived to form respectful relationships with employees, customers, suppliers, and the physical environment.

The Hierarchy Culture emphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, and careful decision-making. This profile would suit a company that is bureaucratic and structured, such as the U.S. Postal Service, the military, and other similar types of government agencies.

The Market Culture focuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, and getting things done. This profile suits a marketing-and-sales-oriented company that works on planning and forecasting but also getting products and services to market and sold. Oracle under the dominating, hard-charging executive chairman Larry Ellison characterized this cultural fit.

Amazon illustrates a company that can have a mix of cultures and be effective. For example, Amazon blends a high-performance Adhocracy Culture with regard to its external expansion and Bezos’s leadership style; at the same time, Amazon resembles a Hierarchy Culture internally with regard to its tight control over employees at lower levels. The company propelled its domain from an “online bookstore” “to selling everything online to being the pioneering in adopting cloud computing with AWS . . . to adopting the latest robotics in its warehouses to improve productivity . . . to thinking and testing disruptive technologies like drones and so on.”49 It has been criticized, at the same time, for its “toxic cut-throat work environment,” asserting that Jeff Bezos is overly demanding and sets very high standards for Amazon employees, as well as for himself. This type of culture extends down to the warehouse employees. Amazon employees have complained that “Work came first, life came second, and trying to find the balance came last.” This criticism peaked with an alleged suicide attempt in 2017 of a disgruntled employee who requested a transfer to a different department within in the company but was placed on an employee improvement plan—“a step that could result in his termination from Amazon if his performance didn’t improve.”50 Amazon has since changed many of its working rules and regulations for warehouse employees.

Which of the following profile of an organization emphasizes delivering value competing?

What are the 4 types of organizational structures quizlet?

Which of the following is an inclusive concept that involves all outside factors and influences that impact the operation of a business?

When an organization defines itself and its niche in an environment by the choice?