e is labelled the spaghetti-organization, because employees are involved in a tangle of projects, processes, and relationships that can resemble a plate full of spaghetti. It sounds as though the previous organization had a traditional, hierarchical structure in which there were several layers of management between the CEO and the employee. Communication was primarily vertical and sounds like it flowed downward more than upward (Clampitt, 1991). The old model relied on communication down the chain of command, as with the meetings to discuss the restructuring. These were led by management, primarily to inform employees. On the other hand, in the new model, communication is more lateral, with team members communicating with each other the most, and having some communication with members of other teams.
In looking specifically at organizational culture, it appears that there are differences at several levels. Robbins (1996) noted that there are seven primary characteristics that seem to describe the organization's culture. These include:
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