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1. Organizational structures and cultures
Organizations have different structures and cultures depending upon location, size, environment, etc. and have an impact on behaviour of its employees. It shows the flow of authorities, responsibilities and information of the business. Organizations can be structured on the basis of area, structure and functions.
TYPES
1) Simple
It is more of a flat structure where the control is centralised authority. This is also called a product structure and each unit could give different profits. This can be useful to encourage internal competition.
2) Bureaucratic
This is a highly formalised structure and has specialized departments. Control of the departments is narrow and decisions flow through a chain. This structure is implemented by medium to large scale organizations.
The advantage of this structure is specialization and the departments know exactly what is to be done. This structure is followed by Hilton Hotel.
3) Matrix
This structure consists of multiple lines of authorities. This is majorly implemented by research and developmental organizations, consultancies, etc. It enables the organization to focus on products and services delivered. It is useful for flexible working methods but possibility of conflict within teams may cause problems.
Others shown below are contemporary forms
4) Virtual
This organization gets its major/core functions outsourced. There is no departmentalisation and is centralized e.g. Nike.
5) Boundary less
These types of organisations have flattened hierarchies and minimum status ranks, e.g. Motorola.
This enables participative decision making.
6) Shamrock
Organisation is divided, each category is managed, organised and rewarded differently (Handy 1989). B...
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... work hard.
• If the task allotted to the employee is the one enjoyed by him/her, then employee is motivated to work long hours.
• Good environment and work rotation also acts as a motivating factor.
• If the management works for the career development and social needs of the employees then motivation would increase as stated in Abraham Maslow’s theory of self actualization.
• Allotment of responsibility would also improve the behaviour of the employee contributing to emotionally motivating them
Impacts
• A highly motivated employee will improve the efficiency of the processes in the organization.
• Moreover the quality of service provided will also improve leading to satisfied customers thereby higher goodwill for the business.
• Higher employee satisfaction would improve the attitude and environment of the entire organization.
• Employee turnover would also reduce
An organization is structured in a certain way based on some factors. Size is a factor because the bigger the organization, the more complex its structure. If the company is small, the design is generally simple. A small company does not have to undergo a formal structure. Larger organizations depend more on authority delegation and formal work responsibility, because a bigger company is harder to manage. Another factor is the lifecycle of the organization. An organization undergoes the...
“Structure is the pattern of relationships among positions in the organisations and among members of the organisation. Structure makes possible the application of the process of management and creates a framework of order and command through which the activities of the organisation can be planned, organised, directed and controlled.” (Mullins)
The large organization size of the company required the top manager to have a strong control of the business that in the company. 3M Company need to maintain a hierarchical structure, they may to achieve the organization goals. (THOMPSON, 2015). In the several types of structure, span of control is one of the structures that include on it. In 3M Company, it is a structure of wide span of control. They have many subordinates to corporate to accomplish the organization goals. 3M Company is also having centralization and decentralization structure. Centralization defined as to which decision-making is concentrated at a single point in the organization. In 3M Company, the top manager is to make all the decision making and make sure the company is following in his expect. Decentralization structure can act more quickly to solve the problem and have many people provided the input to the decisions in order to finish their work or target as fast as possible. 3M Company has a lot of business unit and business line, more employees to distribute the part of the mission will quickly to accomplish the mission. 3M Company is a large company, but which operate the small of business unit through
In any organization there should be a structure wither its formal or in formal and depend on the type of organization and the product or service that they provide. We can’t say that this structure best or better than the other , because you would not expect businesses with professional leading, such as legal or medical practice,
Two types of structures that are common between medium and large advertising agencies are departmental system and a group system. The full service agency structure as shown in the figure (3.1.2) is an example of departmental system. Departments are grouped around functions and as per the need; specific department is called upon to serve all of the agency’s clients. For example, creative services department is called upon for ad layout, writing, and production services for all the clients. This type of organizational structure is preferred by some agencies because it provides employees the opportunity to develop expertise in servicing different types of clients.
There will be a manger who is in charge of the stores’ profitability and the overall cooperation of all functions within the region like making sure every stores sells the same collection of clothing. By using matrix, managements not only organize their work more flexible with lower costs, but also improving communication and coordination across the countries. However, the matrix structure violates the unity of command principle as each employee reports to at least two or more managers. Next, high degree of centralization is exercised in H&M. Centralization is the concentration of authority for making most decisions at the top levels of the organization. In this instance, the head office in Sweden are in charge of establishing the code of ethics, internal policies, and manuals. Important decisions that are strongly related to the company’s profits are also made by the top management. Nonetheless, H&M has a decentralized system. For example, there are 32 production teams that handle
According to Henry Mintzberg, there are five basic types of configurations on which the structures of diferent organizations is based. Every organization is different and therefore requires a different and compatible structure to carry out its operations. These five configurations are as follows:
hierarchy mixed with limited informal communication between teams. In a hierarchical structure legitimate power is given to individuals who then use this power to direct work processes and allocate resources. There is direct supervision within groups. The corporate structure here is a hierarchical one, where the chain of command flows downward. This structure is different from other structures such as complete informal communication, and standardization because they are less rigid in there processes.
In my humble opinion and as an insider looking out I believe that my organization is a blend of these three structures. The professional bureaucracy component has the operating core at the center of the business, as it uses a standardization of skills, and employs both vertical and horizontal decentralization. The organization is relatively formalized but decentralized to provide autonomy to our professionals. In this capacity these professionals provide specialized services to both our internal and external clients. Each division or brand has its share of top management; middle managers; and line staff. The support staff consists of well over one hundred employees per division that work 24/7/365; they provide administrative, technical and maintenance support for the professional operating core. Innovation, branded environments, growth, collaboration and diversity are the goals of each of our divisions.
Staffers report to a functional manager who can help with skills and help prioritize and review work, and to a product line manager who sets direction on product offerings by the company. This structure has some advantages such as resources can be used efficiently, since experts and equipment can be shared across projects. Products and projects are formally coordinated across functional departments. Information flows both across and up through the organization. Employees are in contact with many people, which helps with sharing of information and can speed the decision
Every organization has a structure that’s formal and an informal one also.Without management input or control informal groups are formed on the base of common interests need and friendship. In the informal organization, the emphasis is on people and their relationships; in the formal organization, the emphasis is on official organizational positions. Their structures are created in a way that enables the organization to meet its stated objectives. In this formal structures you will find hierarchies and processes that are the structure of the organization etched in stone. The job titles, organized by those with the responsibility for managing the organization. This is done normally with the u every organization has a structure that’s formal and an informal one also. Without management input or control informal groups are formed on the base of common interests need and friendship. In the informal organization, the emphasis is on people and their relationships; in the formal organization, the emphasis is on official organizational positions. Their structures are created in a way that enables the organization to meet its stated objectives. In this formal structures you will find hierarchies and processes that are the structure of the organization etched in stone. The job titles, organized by those with the responsibility for managing the organization. This is done normally with the use of an organizational chart that list the relationship and ranks of the positions in the organization known as the corporate ladder. They have charts that details the lines of authority and responsibilities of various positions, and outlines the formal power structure of the organization.
An organisational structure defines how activities such as job allocation, synchronization and management are aimed at towards the achievement of organizational plans. An organization can be prearranged in diverse ways, in line with their purposes. The organogram of an organization will decide the modes in which it operates5. Organogram permits the articulated allocation of responsibilities for different functions and processes to different entities such as the section or individual. Organizational structure helps to provide the base on which typical operating procedures and customs rest. It also determines the participation of individuals decision-making processes, and their views in profiling the organization’s actions. A structure is the framework around which the company is planned, the norms and standards which will keep it functioning. It is the operating manual that gives direction on how to best run the organization. A well-established
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
In university, a hyrid organization is most effective. It encompasses both the functional and division organizational designs. This allows every division and department autonomy in the formalization, specialization, hierarchy and centralization dimensions of the university. It allows employees, at all levels, to provide vital input regarding the operation of the university. It creates an environment of inclusiveness instead of exclusiveness. It helps build the foundation of teamwork and collective decision making. Employees feel empowered knowing that they are contributing to the mission and vision of the university.
Matrix structure is first introduced in the aerospace industry in the 1960s and become one of the popular organizational design options in today’s business and industry (Derven & Alexandria, 2010). Burns and Wholey (1993) poinited out that matrix structure were used in advertising agencies, aerospace firms, research and development laboratories, hospitals, government agencies, and universities. Matrix structure is the combination of two or more different structures and take the advantages of the pure functional structure and the product organizational structure (Robbins & Judge, 2011, p. 497). The employees in the matrix may have two bosses: their functional department managers and their product managers. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. In many organizations, a matrix structure is implemented to address the requirement to do more with less and become more agile. The matrix structure, which focuses on horizontal as well as vertical management, has become more widespread as a result of globalization and the...