How structure, culture and strategy are closely linked in organisations ? What implications does this have for modern organisations?

Résumé du document

Successful Organizations are those who make good use of their culture and their structure and integrate them into any strategic planning. Strategy is in fact, the cornerstone to competitiveness and success. It is a direction and scope towards a long-term advantage and sustaining competitiveness, even in an uncertain environment. So defined, strategy needs a culture, to be adopted and accepted and a structure where it can be applied successfully. As spot by Guvenc and Caroll (1995), culture and strategy are known as keys to changes. Considering an Organization as a whole, 'Johnson and Scholes' (2002) shows that strategic choices and their implementations versus their formulation involve the Organization's own culture of management, and internal structure. Consequently, strategy, culture and structure seem to be linked. This study will stress on how they are bound. Therefore, in the following lines, we will respectively demonstrate the possible connection between strategy and culture, then culture and structure, the consequences of Strategy-culture-structure dichotomy on an Organizations success. How these connections constitute as a major concern in todays Organizations? At the end of this study, we will raise criticisms and suggestions implying scenarios of the above trio mould.

Extraits

[...] Having regard to this culture within the Organisation we can believe that it may affect the Organisation's structure. In fact Johnson (2000) argues that the stronger the Organisation culture the lesser Managers can influence the structure. In this particular situation the structure means directives elaboration, order and coherence (Robbins and DeCenzo, 2004). The above cultural aspects will therefore benefit to it. But Taninecz (2002) does not share the same point of view as he defends the contrary. The less strong the culture of an Organisation, lesser will be its impact on the structure. [...]

[...] (1986) Strategy implementation versus middle management self-interest, Strategic Management Journal Hannan, M. T. and Freeman, J. (1984) Structural inertia and organizational change, American Sociological Review Hardy, C. (1995) Managing strategic change: power, paralysis and perspective, in: P. Srivastava and R. Lamb (eds) Advances in Strategic Management, Vol.6 Greenwich CT: JAI Press Harrison, (2000) The power of spirit, San Francisco, USA Berett-Koehlers Inc. Havelock, R. G. and Havelock, M. C. (1973) Training for change agents, Center for Research of Utilization of Scientific Knowledge, Institute for Social Research, University of Michigan. [...]

[...] According to Mckinsey, Organizational structure of an Organization supports its strategy and so do the Systems. The systems are the processes and procedures. It concerns everything about how the work is done (Strategy for Managers handbook). The Soft Elements Mckinsey Soft Elements of the 7S are the Skills of the Organisation's human assets; the style of the Organisation; it is about the Organization's culture and how Managers in the Organization behave. This also fit the Organisation's Strategy. The Staff of the Organisation- McKinsey believes that the choice of the staff is linked to the strategy choice. [...]

[...] (1962) Strategy & Structure: Chapters in the History of the Industrial Enterprise, Cambridge: MIT Press Combe, A.I. and Botschen G. Strategy paradigms for the management of quality: dealing with complexity, Emerald Fish, M. (1988) The post Office: strategy of a programme for change, Public Money & Management Hannabus, S. Scenario planning for libraries, Library Management, vol.22, Emerald Johnson, G. (2000) Strategy through a Cultural Lens: Learning for a Manager's Experience, Management Learning, London, Sage. Kahane, A. (2004) Solving tough problems, San-Francisco, Berret-Koehler Publishers, Inc. [...]

[...] (1989) Strategic decision processes in high velocity environments: four cases in the microcomputer industry, Management Science Bryman,A. And Bell, E. (2003) Business Research Methods, Oxford University Press Bryson, J. M. and Bromiley, P. (1993) Critical factors affecting the planning and implementation of major projects, Strategic Management Journal Cohen, M. D. et al. (1972) A garbage can model of organizational change, Administrative Science Quarterly Dean, J. W. and Sharfman, M. P. (1996) Does decision process matter? A study of strategic decision-making effectiveness, Academy of Management Journal Dutton, J. [...]