[MUSIC] Linked to culture is the subject of organizational structure. And immediately you think, well why is that linked to culture? But this debate around where the organizational structure should influence culture, or be influenced by culture, or whether the culture should influence the structure. In fact, I would argue that the both are very tightly interweaved together. You can't have one culture, let's say a very beurocratic, hierarchical culture where power is imposed on people. And then have a very flat organizational structure, which is all about innovation, change, flexibility. You can see there immediately, there is a misalignment. So there has to, they have to both work together. And what I'm gonna do now is talk you through five different organizational cultures. Now, it might be having gone through all five, that doesn't exactly depict your own organization charts. Well that's absolutely fine. There's going to be tweets. But if we talk about the theory. They tend to bracket them under five different types of structure. Some organizations do have a mix, and that's absolutely fine. But it's interesting to explore your own structure to see where there actually is a lining with the culture. Or whether there is misalignment, and then that as we know, could cause cultural drift, or cultural clash. The first one is the Functional structure and is a very common structure. We say that it's centralized. When we talk about centralized structures, like this one and the next one we're going to go through. Is that we're saying the key decision making goes on between a very small handful of people within the organization. So let me say an organization is centralized that tends to link to being fairly bureaucratic. Not always, but tends generalization with several layers within the organization. In terms of a functional structure, you'd have your Board of Directors there, the CEO and the key directors of the organization. And then it's split into Functions or Departments. So you might have Production. You might have Purchasing. You might have HRM, Human Resource Management. So what you've got here is that you've got a high degree of specialization within those different departments or functions. And then underneath each of those, they have the key staff that are required in order to meet the activities of production. People are only responsible to that department or that function. It's very controlled and it's very ordered. And what we find here is there's no mixing across different departments. And we call it, it can lead to operating in Silos. And what that means is that we only concern ourselves with the department of function to which we belong. We don't look at any other aspects of the organization. And that's what silos are, these columns of different people in different functions that don't talk to each other almost. And you'll know whether your organization is structured in that way or not. The functional structure is very much about controlling the people within it. And if we think about large organizations, especially there has to be an element of control. So it most certainly has a place, but it's very much people working specialized areas and not crossing over at all. [MUSIC]