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”3M’s organization looks more like a web of teams than a clearly defined hierarchy. 3M does not follow the traditional approach to organizational design. 3M consistently achieves its goal of having 15 percent of its revenue come from new products by providing managers with the latitude to move from one business unit or laboratory to another without bureaucratic obstruction. Project groups, operating with few constraints from the formal organization, come together to accomplish a task and disband when their work is completed” (Yates, 2008).
The three organizational behaviors that have been seen in 3M are:
1. Decision Making:
Decision making in 3M is a personal affair. Every individual is permitted to decide on the project he wants to back and work on. He assumes leadership in that project and is encouraged to work. There is a change in the organization currently. Hierarchical relationships have emerged and there is pressure on teams to support the bottom line. In addition, the corporate policies are emblazoned and festooned so that the employees know what the company is up to. It is now customary that whenever 3M takes over a company, its experts move in and change the internal decoration and the layout of the office so that the employees know that they are in a different company. One standard thing that these employees do is to emblazon the wall with posters and paintings. The walls say creativity; this goes hand in hand with innovation. Then the mission statement, objectives and strategy are prominently displayed. The core values of 3M are clearly displayed so that this affects the thinking and culture of the organization.
Decision-ma ...