3.0 ORGANIZATIONAL STRUCTURE.
Organizational Structure, culture and motivation are interrelated. Organizational structure and culture play a vital role for encouraging motivation and creativity in any organization. Organizational structure and culture are also important determinants of organizational success. Traditional structures were very hierarchical in nature, meaning power flows vertically and upward, however today's organizations are leaning towards flatter structures because of flexibility of control over workers. The importance of the hierarchy is emphasized strongly by Drucker, who asserts 'One hears a great deal today about "the end of the hierarchy. This is blatant nonsense. In any institution there has to be a final authority, that is, a "boss" – someone who can make the final decisions and who can expect them to be obeyed" (Drucker, 1999, p. 11). However, contrary to the view of Drucker (1999), Butcher (2001) maintains that hierarchy is in principle, obsolete in the knowledge economy: "Intellectual capital possessed by knowledge workers implies management based on fragile coalition rather than control. The arguments for de-emphasizing hierarchical control are now well rehearsed. Hierarchical assignments of tasks worked well when central planning worked well, but those days are gone. Local autonomy and accountability are essential for creating organizational ability" (Butcher, 2001, p. 91). .
Despite the differing views, it remains that all organizations bear hierarchical characteristics, whether tall or flat, mechanistic or organic.
This view is supported by Gratton (2004) who points out that more than at any point in time, there is now a chance to create the democratic enterprise: "Over the last decade, it has become increasingly clear that through the forces of globalization, competition and more demanding customers, the structure of many companies has become flatter, less hierarchical, more fluid and vertical.
Firms must take into consideration language barriers, religious differences, different social structures, education and so on. ... (Mahoney, Trigg, Griffin & Putsay, 1998 pp.658) The final category is organisational issues. The areas included in this are a firm's business strategy, its organisational structure, its ethical stance and its inventory management policies. ...
The absence of structured roles led to misalignment of activities and a low level of cohesion. ... These advantages served as competitive advantages in the new organisation. ... There were no relationships and roles structured within the new team to ensure that the individual firms achieve their goal. Research studies have shown that there is a direct relation between goal orientation and employment adjustment, adopting issues, and different workplace behaviour ('ORGANIZATIONAL BEHAVIOR Conference Paper Abstracts' 2010). ... The new team is underperforming and this explained the co...
Branson beliefs and vision for Virgin has shaped the structure and culture of which its success is based upon. ... The business is organized on a decentralized regional structure. ... According to (Shaw 1976, Dyer 1987) behavioral components of transformational leadership can be linked to collaborative teamwork process factors in such a way as to develop team communication, conflict management skills, and promote team cohesion. ... Using intellectually stimulating behavior, such as seeking differing perspectives, suggesting new ways of how to look at problems and encouraging non-traditional ...
The different purpose of organizations helps in building the structure of company. ... They have a strong structure and influence the public very easily. ... The various principles used by the organisations in order to meet their responsibilities are as follows- Equal opportunities- every organisation has the basic principle of equal rights for all the employees. ... Thus the organisations provide with a friendly environment to their employees so that they may adjust easily and provide the organisation with best results. ... The basic focus of an organisation is towards the safety and health ...
The challenge of leadership is to sustain momentum in organisations One of the greatest challenges facing any manager or leader in organisations is to establish and maintain a focus amongst workers, employees or team members on of the needs to continually moving forward and improving the organisation. ... The reason for this is that until he understands his own personality, beliefs, motivators and behaviors he cannot lead a team effectively. ... The Director was employed two years ago and has led the organisation through considerable change, programs have been restructured, new managers...
Representative strategic issues include determining the size and location of manufacturing plants, deciding the structure of service or telecommunications networks, and designing technology supply chains. Tactical issues include plant layout and structure, project management methods, and equipment selection and replacement. ... The goal or purpose of most organisations involves the production of goods and/or services. ... It is an important functional area, because it plays a important role in determining how well an organisation satisfies its customers. ... Operations management is therefor...
Working in partnership offers advantages to various levels of service users, professionals and organisations. ... Shared principles, coherent approach, good quality service provision are the benefits for the organisations. ... High costs and loss of shared purpose can as well disrupt the activity inside organisations. ... These innovatory models of partnership would also reduce nursing home placements and would produce a shift in provider's behavior. ... It is structured in three parts and 10 chapters. ...
Thus, individuals are the basic building material around which an organization functions and an understanding of individual behavior is an essential prerequisite to the exploration of how individuals work in groups and how the organization itself behaves. ... Explain organizational culture Identify and describe different organizational structures Examine the relationship between an organization's structure and culture and the effects on business performance Discuss the different leadership styles and the effectiveness of these leadership approaches Explain the different mo...
CASE STUDY Q4) Assess the importance of organisational factors in the success of Marks and Spencer and how they may have contributed to subsequent difficulties. ... For the purpose of this case study, we have identified that the two key organizational factors that caused the rise and fall of M&S - namely its organizational culture and structure. Organizational structure has been defined, as "the system of roles and responsibilities, and values, i.e., statements about what kinds of behaviors or end-states are preferable to others, in relationship to ...
