A 4 page paper that answers three different questions: how does organization size and structure influence control; how does organizational culture impact the organization; and how managers develop and maximize power and politics. The paper also discusses a leadership in action document the student provided. Bibliography lists 3 sources.
Name of Research Paper File: MM12_PGobhd9.rtf
Unformatted Sample Text from the Research Paper:
example is the small business with just a few employees. The structure of this business could be based on more informal practices because communication flows freely in a small business.
By contrast, a multinational corporation needs a different structure with a different control system. The size of an organization may be related to the number of employees, the outputs, such
as the number of products, the capacity of the organization to produce and even to diversity and to the resources the organization has (Borgatti, 2001). Various research studies have shown
increasing size of an organization leads to greater structure while also leading to decreased centralization of power (Borgatti, 2001). Larger organizations tend to display more flexibility in terms of control
(Borgatti, 2001). Large organizations also tend to rely more on procedures than on individual power of managers (Borgatti, 2001). The structure of an organization is designed on the types of
tasks that organization performs as well as on its size. Certain types of activities tend to fit more readily and successfully into certain types of structures (Borgatti, 2001). For example,
the matrix structure is more appropriate for project tasks. Structure is always related to success or failure (Borgatti, 2001). The wrong structure will result in failure. The structure also dictates
the type of control executives and managers will have on the organization. The corporate culture is everything the organization does. It is like the personality of the organization, it
reflects what is done and how it is done. The impact of the corporate culture on productivity cannot be overestimated. Coogan & Partners conducted a study to determine the impact
of corporate culture on organizational performance (Business Wire, 2006). They divided companies into out-performing, performing, and under-performing (Business Wire, 2006). Companies with strong corporate cultures out-performed the other companies. They