Chapter-10

Organizational Complexity, Creativity, and Culture

A u t h o r : A l p a n a Tr e h a n

Organizational Complexity
there are many di##eren e" that an ma$e a di##eren e and %o& "pe ialty i" one o# them' ---- Bateson (e#er" to the degree o# variation that exi"t" in di##erent department" and other #a tor" #orming the &u"ine"" environment )tate" the di##eren e" in the value" and enterpri"e ulture" o# an

Contain" large num&er o# intri a ie" due to tur&ulent, unre eptive, and te hnologi ally ompo"ite &u"ine"" environment

Organizational Creativity
*t an &e de#ined a" a thought pro e"" that #a ilitate" the development o# alternative" #or a pro&lem and vie+" the pro&lem #rom a ne+ per"pe tive'

Creativity i" mar$ed &y the a&ility or po+er to reate-to &ring into exi"ten e, to inve"t +ith a ne+ #orm, to produ e through imaginative "$ill, to ma$e or &ring into exi"ten e "omething ne+' --- Webster's

Creativity !ro e""

!reparation

*n u&ation

*llumination

-xe ution

1ethod" to &uild a reative enterpri"e

/enture Team"
A team in +hi h mem&er" are grouped together to +or$ on a pro%e t #or a "pe i#i period o# time'

Change Agent
An employee o# an enterpri"e +ho i" given a re"pon"i&ility to implement hange'

*ntrapreneur"hip
A pro e"" o# pra ti ing entrepreneurial "$ill" and approa he" +ithin an e"ta&li"hed enterpri"e'

Diver"ity
The pra ti e o# hiring people "olely on the &a"i" o# their "$ill" and 0uali#i ation"'

Organizational Culture
(epre"ent" the ommon per eption "hared &y the employee" o# an enterpri"e Con"i"t" o# norm", value", and un+ritten o# an enterpri"e A ording to Robbins , the ulture an &e "u"tained through the #ollo+ing #a tor":
3ounder"4 !hilo"ophy )ele tion Criteria Top 1anagement )o ialization

ode" o#

ondu t

reated and

Type" o# Organizational Culture

)trong Culture A ulture that hold" and "hare" the ore value" o# the enterpri"e deeply and exten"ively' Dominant Culture A ulture that expre""e" the ore value" a the employee"' )u&-Culture The mini- ulture" or "mall ulture" +ithin an enterpri"e' 3or example, the ulture prevalent in a parti ular department o# an enterpri"e i" "u&- ulture' Counter Culture The ulture, +hi h doe" not mat h +ith the value" o# the enterpri"e' epted and #ollo+ed &y the ma%ority o#

3un tion" o# Organizational Culture

!roviding )en"e o# *dentity to it" -mployee" -nhan ing Commitment to+ard" -nterpri"e De#ining the )tandard o# 7ehavior A ting a" a 7inding 3or e

!arameter" #or Analyzing the Organizational Culture

9ni#ormity
(e#er" to the need o# all the employee" o# an enterpri"e to +or$ in harmony to a hieve ommon goal"

:a $ o# 1otivation
:ead" to lo+ "el#-e"teem and e##ort" that +ea$en the organizational ulture and hamper the goal a hievement pro e""

:a $ o# (e"our e"
(e#er" to the a&"en e or "hortage o# ade0uate re"our e"

re ap

Organizational omplexity an &e de#ined a" intri a ie" that ari"e due to di##erent type and nature o# ta"$" per#ormed &y di##erent department", team", or group" in an enterpri"e' Creativity re#er" to an a&ility o# an individual or enterpri"e to &ring "omething ne+ and uni0ue in the mar$et' 9nder"tanding organizational ulture help" in outlining the poli ie", pra ti e", rule", and regulation" that ontri&ute to the overall employee "ati"#a tion and produ tivity'