Organizational Architecture, Corporate Culture, and Responsible Stewardship

Managerial Economics
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1. (10 pts.) Discuss how organizational architecture and corporate culture are related. Use an example of a real-life firm and discuss how its corporate culture blends with its organizational architecture.
The organizational architecture reflects how organizational strategy and the business environment influence organizational design (Brickley, Smith & Zimmerman, 2016). The organizational architecture is aligned with the corporate culture and values to achieve the desired outcomes and improve performance. Apple Inc is an innovative company that emphasizes premium and innovative products as well as sleek designs. Formal and informal systems are closely linked with the organizational structure and the way the organization operates. Apple's organizational structure and architecture promote innovative thinking where there is an emphasis on expertise, experience, and collaboration to create innovations. Apple has a weak functional matrix structure aligned with the need for collaborative interactions and business unit managers who maximize results.
2. (10 pts.) Billy Riggan is in charge of all technical developments at Always Round Tire. He makes all the choices concerning product innovations in the company. He finds that he is overworked and that several of his research scientists seem to be spending work hours playing tennis. What is going on?
Riggan has failed to delegate roles and involve others in decision-making, and as they are not active participants, they do not feel their input is valued (Steffel, Williams & Perrmann-Graham, 2016). He is putting all the effort into technical developments without help from the research scientists. Bill is stressed out and overwhelmed by his responsibility, and he feels that the role is like an extension of himself and his personality. However, teamwork is necessary and beneficial whether shared goals, open communication, feedback, and everyone are treated equally. It may appear to the research scientists that Bill does not trust them to do the job and himself, and there are low expectations about the performance. Bill is making all the choices without involving the research scientists, and he will not lose control if they become more actively involved in choices and decisions. Open communication with the research scientists clarifies expectations, deadlines, and monitoring progress, besides delegating some tasks, roles, and responsibilities to the right people.
3. (10 pts.) Always Round Tire tries to base its promotions on seniority (where education and training requirements are not necessary). The company finds that this system seems to work most of the time with shop floor supervisors and team managers. However, the system breaks down for higher-level positions. Why?
The company promotes staff members based on seniority without requiring education and training requirements, which helps when the employees gain knowledge, experience, and competence. While Always Round Tire cuts down on the training costs, the shop floor supervisors and team managers gain experience but lack the knowledge to manage people and resources. Training helps the employees to work in a position that there are the best fit an...