The formal organisation structures are constantly modified, by the managers in response to a variety of pressures, which might be thrust upon them, such as, expansions in premises or moving to a new location or a new factory or job reconstructions.

The management, would therefore, be communicating with one another on a more regular basis to ensure the move goes more smoothly, for them as a department and individually. They would hope for as little disruption as possible to their own departments. An example would be the accounting staff, making sure they have suitable facilities for their members within the new locations.

In a formal structure, each individual will be given a task to complete and they will be responsible for there own contribution to work. The work environment will be more controlled, and the workers will take direct orders from their supervisors. Communications in this structure will be more of a “ do as you are told nat

The power culture is usually found in smaller business, such as small building firm. The owner of the firm has all the power, and the friendlier you are with him the better. It is not a suitable place for an ambitious person, with their own ideas, because, the owner says and does as he pleases, he may listen to the employee, but at the end of the day, he has the power, and the final say in matters, and as he is the boss and it is mainly his money that is in the business, no one gets a look in.

An example would be a small shop expanding into a larger store; therefore, it would need a greater number of employees, and possibly new departments to carry out the work. It may be the case they need specialists to carry out some of the work and therefore they would require an accountant’s department to carry out the businesses financial affairs.

Ineffective cultures resist change, accept low performance and may even prevent people doing their best in this type of culture the work would never be done effectively and the organisation would never meet its targets and goals.

There are two specific forms of communications within the organisations the first being the briefing groups which are an example of formal communication, usually of a vertical nature. Briefing groups consist of a manager or supervisor and some or all of his subordinates, in discussion over some matters relevant to work. An example Subordinate “B” being briefed by his Superior “A” could then go and pass the message on to his Subordinate “C” and so on.

Some topics in this essay:
Structures Formal, Fred Luthans, POWER CULTURE, Senior Management, TASK CULTURE, Partner Administration, PERSON CULTURE, ROLE CULTURE, Charles Handy, power culture, task culture, organisational idea, structure organisation, basic structure, role culture, human resources, job title, formal structure, operating mechanisms, specifying operating mechanisms, operating mechanisms human, culture task culture, mechanisms human resources, weak corrupt inept,