Question

Answer the following questions in paragraph format.

• What is the hierarchical pyramid and where are its roots?
• Describe the types of structures used by businesses today?
• What is formal communication and in which directions can it flow?
• What are the components of organizational culture? Describe each.
• What is organizational climate?

Answer 1

1)

A hierarchical pyramid organizational structure functions following the shape it's named for, with one leader at the top, a small executive leadership team below, and tiers of managers leading down to the bottom team of employees. Each tier of managers manages the tier below, which distributes the responsibility more evenly. It's designed to ensure each employee is better served by a manager above, who can provide personal attention to his small team.The pyramid organizational structure assumes that information will be passed down the line. So if a CEO meets with the small leadership team beneath him, those leaders will meet with the small tier of leaders beneath them, passing the information on, and it will then be shared with the next tier.

There are some issues with pyramid structures, including the fact that information often doesn’t trickle all the way down. All it takes is one manager forgetting to tell his team and communication can break down. It can also lead employees to feel as though they’re disconnected from the leaders at the top, who rarely communicate directly with anyone but the people directly beneath them.

3) Formal Communication refers to the communication taking place through official channels in an organisation. Such type of communication takes place between managers or employees of same cadre or between superior and subordinate and vice versa.
Some of the most important types of direction in formal communication are:
a. Downward
b. Upward
c. Horizontal
d. Diagonal

4) Organisational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations.

I would like to propose a simple model that consists of six core elements:

History/Folklore – The early years of a company have an enduring effect on culture. The early leaders of a company leave a legacy through stories and legends that are passed on through the years. The tone and message of these stories helps underscore what is valued in the organization.
Communications/Symbols – Communications are both formal (e.g., employee newsletter) and informal (what is discussed in the break room). Symbols are communication short cuts that are usually visual (e.g., placing ample visitor parking next to the main entrance is a visual symbol of the importance of customers and partners)
Metrics/Rewards/Recognition – What is measured is what matters in an organization. Likewise, what individuals are recognized and reward for is also a clear indication of what is important in the organization.
Behavioral Rules/Norms – Behavioral rules evolve over time. These rules define how individuals are expected to interact with each other and how work should be approached in the organization. They are typically unspoken or recorded rules that are evident in the day to day behavior of employees.
Valued Skills – What skills are most evident in senior leaders? What skills are most important for promotions? These are the skills that are most valued.
Valued Traits – Similarly, what traits are most evident in senior leaders? What traits are most important for promotions? These are the traits that are most valued.

5).Organizational Climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization. And, it precedes the notion of organizational culture. It is a set of properties of the work environment, perceived directly or indirectly by the employees. That is assuming a major force in influencing employee behavior.