Understanding Structures and Cultures

The Capable Manager — Book 7

The Open University

Publisher: The Open University, 1996, 124 pages

ISBN: 0-7492-4918-8

Keywords: Culture, MBA, Organizational Development

Last modified: Jan. 25, 2014, 1:01 p.m.

If you're new to management, or you need to develop your managerial abilities and understanding, the Professional Certificate in Management is for you. It provides a broad-based, practical introduction to the key ideas, techniques and overall competencies you need in order to manage effectively and productively in modern organisations in any part of the world.

The emphasis is on your own professional development. Everything you study is related to the management roles and responsibilities you exercise in the various functional areas of your company or organisation.

All the elements of the programme — study texts, activities and assignments, online resources, and personal and group support — ensure that you can immediately apply newly learned skills, knowledge and techniques in very practical ways. You can build on your experience and make direct links to your management development needs wherever you are in the world, whatever the size of your organisation and whether it is in the commercial, public or voluntary sector.

  • Session 1 Formal Organisational Structures
    • Introduction
    • 1.1 What is Organisational Structure?
    • 1.2 Understanding Organisation Charts
      • The Vocabulary of Organisational Structure
    • 1.3 Forms of Organisational Structure
    • 1.4 Recognising Structural Problems
    • Summary and objectives
  • Session 2 Informal Structures
    • Introduction
    • 2.1 Mechanistic and Organismic Structures
    • 2.2 Political Structures
      • Conflict and Politics
      • Organisational Politics
      • Networking
        • What is Networking
        • Entering Networks
        • Choosing Which Networks to Join
        • Negative Aspects of Networking
    • 2.3 Career Structures
      • What is a Career?
      • Planning Your Career
    • Summary and objectives
  • Session 3 Organisational Culture
    • Introduction
    • 3.1 What is Organisational Culture?
      • How Organisational Culture Manifests Itself
      • Subcultures
    • 3.2 Identifying Your Own Culture
      • Types of Organisational Culture
        • Work Hard/Play Hard Culture
        • Bet-Your-Company Culture
        • The Process Culture
    • 3.3 The Impact of Organisational Culture
      • Culture and Leadership
      • Changing an Organisation’s Culture and Selection
        • Changing an Organisation’s Culture
      • Culture and Change
    • Summary and objectives
  • Session 4 A Quality Culture
    • Introduction
    • 4.1 Different Approaches to Quality
      • Quality Control
      • W. Edwards Deming
      • Joseph M. Juran
      • Philip B. Crosby
    • 4.2 Total Quality Management
      • What is TQM?
      • Internal Customers
    • 4.3 How Can TQM Help the Manager?
      • Are You a Supplier?
      • Is There a Quality Problem
      • The Implications of a TQM Approach
        • The Manager’s New Role
        • The Negative Aspects of a TQM Approach
    • 4.4 A Quality Culture — Video Case Study
    • Summary and objectives
  • Appendix An Awareness of International Culture
    • Introduction
    • A1.1 Ethnocentrism and International Diversity
      • Electric Plugs and Sockets
    • A1.2 What Is a Manager?
      • The Anglo-Saxon Manager
      • The German Manager: The Technocrat
      • French Elitism
      • The Soviet Heritage
      • Sweden: First Among Equals
    • A1.3 Getting a Feel for ‘National Culture’
      • Is National Culture Driven by Language?
      • Is National Culture Driven by Wealth?
      • Belgium — Europe in Miniature
    • A1.4 A Model for National Culture
      • What is Culture?
      • The Concept of Relationships: The Core Cultural Model
      • The Model in the Context of Contemporary Europe
        • Southern (Latin) Europe
        • The ‘Capitalists’ of Europe
        • Northern Europe
        • Central and Eastern Europe
      • Connecting the Model to the Clusters
        • The Family Model
        • The Corporatist Model
        • The Universal/Individual Model
        • The Network Model
      • National Cultures Change
    • Summary and objectives


Understanding Structures and Cultures

Reviewed by Roland Buresund

Decent ****** (6 out of 10)

Last modified: May 21, 2007, 2:47 a.m.

MBA material, what do you expect?


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