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Org Culture + Structure (Org Culture (Artifacts (Layout - individual rooms…

- - - - Triple bottom line financial, social and ecological well-being
      - Considering interest of multiple stakeholders
      - Encouraging looking out for others - rather than just self
  - - - Predictability v/s Adaptability -change for the sake of it v/s SOPs welcome
      - Internal v/s external focus - Is org there to help members reach personal goals or are they seen as external players to help the org reach its'
      - In S OB - it considered a more holistic approach + stakeholders considered more broadly in these
  - - - Dividing into sub-tasks, identifying best way to do them
        
        S OB experimenting new ways of doin stuff, instead of just standardization in practices - but with coordination + accountability
        
        A balanced approach in guidelines, performance standards, direction/motivation and legitmiacy
      - Each member understand which sub task responsible for
        
        S OB Continuously being sensitive for opps to improve status quo instead of standardized jobs
        
        Balance in specialization, sensitization (in choosing which subtasks / problems to solve - also preference as teams)
        
        In sensitization, rule of thumb to start from what u can do
      - members know from whom to take cues in everyday operations
        
        S OB - treating with dignity (not too concerned with dividing power), C OB was top down centralization
        
        Balanced in degree of centralization
        
        Mid point b/w
        uncoordinated and slow decisions,
        limited upward and downward connectidness
        Overwhelming and unstimulating
        Chaos and dictatorship (symbolic leader)
      - Work done together harmoniously - example may be, putting ppl together with complementary jobs ...
        
        S OB - Giving a voice in how managed rather than just departmentalization - more participation (jointly learn from one another when they mutually address an issue)
        leans slightly more towards departmentalization, collective decision making
        Involving external stakeholders
        
        Functional v/s departmentalization
        
        Functional - economies of scale / specialization
        
        Division - decision making closer to customer, accountability - each division to make a profit
        
        Hybird - tries to get best of both worlds
        
        Matrix type - part of hybrid - person part of func + divisional simultaneously, like 2 managers
        
        Membership durations
        
        more work in teams rather than permanent posts - more adaptability
        
        Inclusion of external members
        Suppliers, not for profits, customers ...