Organizational behaviour management in SANDEN

Thèmes abordés

Organizational behaviour management SANDEN

Résumé du document

Organizational cultures have always been present in businesses. But it was not until the 1980s that many people began to show interest in it when culture started becoming a powerful factor in differentiating companies. Currently, there are a lot of organizational cultures. For my part, I will present 2 types of approaches to organizational cultures. The first has been defined by Jeffrey Sonnenfeld (Professor in Practice of Management at the Yale School of Management and Harvard Business School). He describes this culture in 4 types: Academy Culture, Culture Club, Culture Fortress and Baseball team culture. Then we will study the theory of Handy (Irish author/philosopher, specializing in organizational behavior and management) who describes 4 othertypesof organizational culture.

Extraits

[...] Is used for each project the different skills and knowledge of individual employees. All employees' skills are encouraged. Therefore, we can say that SANDEN closely resembles a fortress of culture. Types of Organizational Culture - Handy a Power culture At Sanden, roles are well defined. There is a clear hierarchy. There is no central figure who makes all the decisions. Rather, consultation, organizational meeting, which is valued at Sanden. Thus, we can definitively exclude the Power Culture which feature to centralize decisions on one person. [...]

[...] Of course, the manager has the final word. b Role culture The Role define culture is a system where each person has a role to play. This aspect is crucial in Sanden. As I wrote earlier, the employee has a record function or different aspects of their work are clearly defined. As a result, they easily understand their role within the company and their importance in the business. Everything is clearly defined so that employees understand the link between their work and the work of their colleagues. [...]

[...] It is then sometimes complicated for its cross-services to coordinate their actions. Another problem is that its services are the link between the other sectors. Thus, they are often asked to address issues across sectors. For my part, I worked in the Planning service in SANDEN. The planning is a sector which cross others sectors. I have found that when a problem can not be solved by a sector, it is the Planning sector that should to solve it. Even, if the problem has nothing to do with planning. [...]

[...] Thus, even if the group seeks to develop the human side and develop the interests of employees, the ultimate goal is profit. This is called management by human values, not an individual culture. ORGANISATIONAL STRUCURAL FORM There are several types of organizational structures (simple structure Small, strucure functional, multi-divisional structure, the structure of the matrix and Holding Company Structure). We can analyse 2 types of structures in SANDEN. The first is the divisional structure with autonomous services and secondly, a matrix structure with sectors that intersect each other. [...]

[...] However, one point can bring SANDEN this model. Indeed, some employees (engineers and officials) are hired to maximize their skills. This is an important aspect in SANDEN which has a major hub of research and development. This area of R & D is highly developed and his main goal is to always improving and increasing the development of new concepts and products. Thus, SANDEN hiring highly qualified individuals to maximize their skills and thus develop the business. b Culture Club This second type of culture is often compared to a military organization where employees begin at the base of the company and the main objective of integration into the company and gain rank. [...]