Every organization must have an organization structure. Organization structure tell about the level of hierarchy that who responsible to whom and also shows position of person. Organizational structure also show about information, flow from level to level within the company. Organizational structure consist of vital pillars of an organization which the organization is composed of.
Type of structure
Work specialization:
Work specialization is the key element of organizational structure. It refer to the degree which tasks in the organization are subdivided into separate jobs with each step completed by a different person. Advantages of work specialization are that employees’ skills can increase by doing one job again and again. It can save time and there is accuracy in production. This factor can gives advantages and disadvantages both. Overspecialization can result human diseconomies such as boredom, fatigue, stress, poor quality and higher turnover. Employees might get bored doing the same job again and again.
Departmentalization:
Departmentalization jobs are divided into the specialist and they perform the task in a group the following are the form of departmentalization. They should doing the jobs or individuals are grouped into manageable units. The primary forms of departmentalization are functional, customers, product and process departmentalization.
Chain of command:
Chain of command is the formal line of responsibility and the proper line of authority in the organization. Classic theory explain hierarchy and chart structures that who report to whom. It also can tell about the duties and responsible in organization. Chain of command have the points for using for doing work in organization. One of points are the authority is the right inherent in a managerial to tell people what to do and expect them to do it. Second points is responsibility is shows as like the obligation or expectation. Lastly is the unity of command. Unity of command is the concept that a person should have one boss and should report to that person.
Span of control:
It explains the actual position of the manager in the organization that how managers are controlling their sub coordinates we have two types of spin of control. Tall and narrow and the other one is flat and wide. Flat and wide is a wide span of control forces managers to develop clear objectives and policies. Manager also can select and train employees be efficiently and effectively worker supervised by manager. If manager can responsible about this, manager can controlling the employees in the organization.
Centralization and decentralization:
It tells about the organization structure that who is the decision maker in the organization. Who has the power and the authority to make a decision for the firm? In the centralization decision making is concentrated by the single person and the decision making is done higher manager with no interaction from the lower level and in the decentralization decision making is get distributed in the hierarchy throughout the organization its benefits is actions and decisions are taken more quickly and more confident. Every employee is the decision maker and feel will an important and a part of an organization.
Matrix structure:
Matrix structure is the combination of the product customer, functional departmentalization. An organization which has a matrix structure that is the team work of the business and based for the project. Every department is responsible for their section. This team work is up to the project time if the project time is over then they divert to another project. Here the project manager is responsible after the completion of the project and budget
Cola-cola structure
Cola-cola structure is the each continental division has vice presidents that control subdivisions based on regions and countries. This structure is efficient for cola-cola and it is a very large company. Cola-cola is an ethnocentric MNC because its domestic operations are very similar to its international operations. Regardless of the country or region, cola-cola operates the same way and sells the same brand and types of soft drinks. The company has light control over its operations from the head office.
Google structure
Google follows a fairly structure with management positions specialized by value chain activity. As a globally diverted company, these positions are further divided and grouped into regions of interest that aid the company in managing the breath of its operations. As figure I shows within each top level activity, these is a multidivisional structure where small business units are divided on the basis of geography or product market. These is hybrid and multidivisional structure works well for goggle. It ensure the centralized planning a large company needs while giving the small business units the flexibility to innovate like small startup company.
Organizational culture
Organization culture is the set of values, rules, beliefs, attitudes and regulations these factors can help members of the organization to know how we will Work. They can know to whom they will report and easy to make up jobs. Culture is like a backbone for the organization because it is the internal environment it play a key role to success of the firm
Type of culture
Power culture:
Power culture is centralized this culture may found in the small kinds a business control is the basic element the decision maker is alone there is no consultancy the organization may react quickly to the danger. Some times more consultancy can lead to staff feeling undervalued and de-motivated, which can also lead to high staff turnover.
Role culture:
Common in most organizations today is a role culture. In a role culture, organizations are split into various functions and each individual within the function is assigned a particular role. The role culture has the benefit of specialization. Employees focus on their particular role as assigned to them by their job description and this should increase productivity for the company. This culture is quite logical to organize in a large organization.
Task culture:
It is basically a team work based approach to complete a particular task. This culture is more common the business where the organization will establish a project team to complete the project in the particular time. Employee’s feels motivated because they are in power to make decisions within their team, they will also feel good and value because they may have been selected within that team and given the responsibility to bring the task.
Person culture:
Basically this kind of culture is a welfare non profitable, charities and for the social activities. This kind of culture can be in the group or individual aim.
Cola-cola culture
Diversity is an integral part of who we are, how we are, how we operate and how we see the future. Cola-cola Company is defined by seven core values which is include leadership, passion, integrity, collaboration, diversity, and quality and lastly is accountability. Function of leadership is that the company leads as the producer and marketer of soft drink. Passion of company is that the company should be leads provider of branded beverage solution, to deliver consistent and profitable growth and have the highest quality products and processes. Integrity in Cola-cola Company is to ensure that with every single can or bottle of Cola-cola sold and enjoyed and also can have individual connections are made with their customer. Collaboration of the Cola-cola Company has built well-structured relationships with a range of external group including bottling partners and the company can build internal and external structures to support the delivery of its business goals. The Cola-cola Company markets four of the world’s top five soft drinks brands such as Cola-cola, Diet coke, Fanta and Sprite. It shows that has the diversity in their cultures of organization. Quality of the company is to ensuring that individual’s products are given the best possible support in regional market and lastly is accountability of the Cola-cola Company is supporting their growth by reserving the regional structure plus allowing attention to local requirements and the same time building on a clear strategic direction from the center. As a global business, the Cola-cola Company have ability to understand, embrace and operate in a multicultural world in critical to our sustainability.
Google culture
Employee’s perks:
Google is often budded for the way the company treats its employees. Employees also have fortune magazine ranked Google at the top of its list of the best companies to work for in 2007 and 2008 (fortune, 2008).
Transportation:
Their employees get around on Segway and razor scooters and recently custom bicycles. They also offer bus service for the one who is staying from the workplace.
Food:
The company will offer free food for their employees. The workers can never be more than 100 feet away from food and the snack stations scattered throughout the office halls.
The 70/20/10 Rule:
Google allows their employees to spend 70% of their line on the core business, 20% on related projects and 10% on unrelated new business. Furthermore, Google’s success is clearly attributable to how it treat the people who have stake in the company.
Task 2:
Explain how the relationship between an organizations’ structure and culture cam impact business performance. Support your answer with the case studies evidence.
Advantages of organization’s structure and culture
Culture and structure is working like a backbone in the organization. Organization culture and structure creates a number of various concepts, strategies and situation which affects every level of planning when it comes to any types of hierarchical institution. So then implications of organizational culture and structure will be implemented to the government companies. Organization culture and structure affects the organizational performance both in positive and as well as negative direction.
In possible sense the organization culture and structure creates the distinctions between one organizations from the other and also it defines the boundary role to the same organization. In the positive way it differentiate the organization to the another one which don’t have a culture and structure. It explains the elimination of the firm. It provide a sense of identity for the organizational members on the basic of which the employees work bitterly for the achievement of organizational goals. It can bring stability and social system in the organization. It can generate commitment of employees towards the organization. As the culture represents the norms and values of the society so it enhance the stability of the system inside the organization.
The organization which have a strong culture will have good working environment in which the employees share different norms and values. In any organization having culture and structure strange there will be working environment also provides appropriate standards of working environment. Every organization has different policies rules and regulation that how to communicate with the employee. It can be bitterly formed by accessing to organization structure and culture.
Disadvantages of organization’s structure and culture
The organization structure and culture has negative impact on business performance. The same culture becomes liability when the employees do not agree to share their values with other rises conflicts. When the organization environment is dynamic then can affects the business effectiveness. If the organization culture is too much complex then in the decision making process will be very slow and there will be centralized decision making in which the lower level employees will not be entertained.
Task 3:
Identify any two possible factors of individual difference and analyze how these factors can influence individual behavior at work.
According to John Ivancerich and Michael Mattson, the major factors that influence individual behavior at work are demographic factor, abilities and skills, perception, attitudes and personality. All individuals are different and behave differently to people over times. There are many term and factor as one such abilities and skills and attitudes.
Abilities and skills:
The physical capacity of an individual to do something can be termed as ability. Skill can be defined as the ability to act in a way that allow a person to perform well. The individual behavior and performance is highly influenced by abilities and skills. A person can be perform well in the organization if his abilities and skills are matched with the job requirement. If the employee can perform well in organization, the manager will be more notified of some individual skills and abilities. The managers play a vital role in matching the abilities and skills of employees with the particular job requirement.
Attitudes:
According to psychologists, attitude can be defined as tendency to respond favorably or unfavorably to certain objects, person and situations. The factor of attitude such as that family, society, culture, peers and organizational factors influence the information. The managers in an organization need to study variables related to job as to create the work environment in a favorable way that employees are tempted to form a positive towards their respective jobs. Then, the employees can perform better in the organizational if they can form a positive attitude. Furthermore, it is important, as well maintaining the current position in the organization.
Task 4:
Identify and compare the effectiveness of different leadership that can be applied by both the organizations.
Introduction of Leadership
‘ The capacity to impact a gathering at the accomplishment of objectives. For instance, some comprehend a pioneer basically as someone whom individuals take after, or as some person who controls or guides other, while others characterize authority as "arranging a gathering of individuals to attain a typical objective".
‘ Leadership is an immediate circumstance and end results relationship upon association and their prosperity. Pioneers focus worth, society, change tolerance and worker inspiration.
‘ Leaders can seem to any level of an organization and are not elite to administration. Fruitful pioneers have one thing in as something to be shared, they impact those around them to harvest greatest profits from the association assets, including its most fundamental and costly assets its kin.
‘ With authority possibly assuming such a basic part in the accomplishment of data focuses and elixir encounters, it is helpful to think about the diverse sorts of pioneers and their potential effect on.
Comparison the effectiveness of leadership
Autocratic
The sorts of pioneers are despotic. Dictatorial pioneers are excellent "do as I say" sorts. Ordinarily these pioneers are unpracticed with initiative push onto them as another position or duty that includes individuals’ administration. Dictatorial pioneers can harm an association hopelessly as they drive their supporters to execute techniques and administrations in an exceptionally restricted manner based upon a subjective thought of what achievement looks like. There is no imparted vision and little inspiration past intimidation. Responsibility, inventiveness and improvement are ordinarily disposed of via despotic administration
Beurocratic
‘Bureaucratic pioneers make and depends approach to meet hierarchical objective. Strategies drive execution, method goals and results.
‘Bureaucratic pioneers are most open to depending on expressed approaches with a specific end goal to persuade devotees to get ready for. In doing so they send an immediate message that approach directs bearing.
‘Bureaucratic pioneers are normally emphatically dedicated to transforms and methods rather than individuals and accordingly they may seem reserved and exceptionally change unfavorable.
‘The issues connected with utilizing arrangements to lead aren’t generally evident until the harm is carried out. The risk here is that authority’s most amazing profits, persuading and creating individuals are overlooked by Bureaucratic pioneers. Strategies are essentially lacking to the undertaking of propelling and creating duty.
‘The particular danger with Bureaucratic pioneers is the discernment that arrangements precede individuals, and protest to that impact are normally met with safety. The focal issue here is like absolutist, pioneers, both styles neglect to propel and have effect on individuals’.
Democratic
‘ Democratic is rather characterized pioneers, the gathering leads itself. Libertarian to the center, law based pioneers are disappointed by the huge deliberations needed to construct accord for even the most unremarkable choices and the frigid pace needed to lead a gathering by fiat. The potential for the choices making and powerless execution is noteworthy here.
‘ The most concerning issue here are its underlying suspicions that everybody has an equivalent state in a skill with respect to choices. The sort of authority is regularly stalled in its own particular moderate methodology and workable comes about typically oblige a measure of exert.
Charismatic
‘ By the best quality driven administration style. Charming pioneers have vision and additionally an identity that inspires adherents to execute the vision. Accordingly, this authority style has generally been a standout amongst the most esteemed. These pioneers give rich ground to innovativeness and enhancement and are of the exceedingly motivational. There is however noteworthy issue that possibly undercut the worth of charming pioneers: they can take off. Once gone, an association can seem rudderless without direction.
Situational
‘ Situational administration hypothesis recommend that the best pioneers always embrace by receiving diverse style distinctive circumstance. This must be embraced by accomplished pioneers whom are distinctly mindful of hierarchical needs and singular inspiration. It permits accomplished pioneers the flexibility to browse a mixed bag of authority cycle. Issue emerges, nonetheless, when the wrong style is embrace.
Transactional
‘ Transactional pioneers are continually eager to give something in exchange for emulating them. It could be any number of things including a great execution audit, reward, advancement and so on the issues with transactional pioneers are desires. On the off chance that the main inspiration to take after is keeping in mind the end goal to get something what happen throughout lean times when assets are extended slight and there is nothing left with which to make an arrangement? That said transactional pioneers at times show the straits or practices of magnetic pioneers and might be very successful.
‘ The main issue is sustainability. Transformational leaders seek to change those they lead. In doing so, they can represent sustainable, self-replicating leadership.
‘ Not substance to basically utilize power of identity (charming) or bartering (transactional) to induce adherents, transformational pioneers use information, dexterity and vision and vision to change those around them in a manner that stamps them supporters with profoundly implanted purchase in that even remains when that pioneer that makes that is no more on the scene.
‘ They speak to the most important from of initiative since adherents are given the opportunity to change, convert and the whole time, create themselves as givers. Transformational pioneer create individuals. It is decidedly wanted as it has no manufactured imperative.
Task 5:
Identify and discuss any three organizational and management theories from the evolution of management. Explain how the three organizational and principles of theory can be practiced to organize and manage a company.
Organizational theory
Organizational theory is the formal social organizations such as bureaucratic, businesses and their interrelationship with the environment in which they operate. There are several theories which can explain the organization and its structure classical organization theory includes the scientific management approach, Webber’s, bureaucratic approach and administrative theory.
Organization theory and explain
The scientific management approach is based on the concept planning of work to achieve efficiency, standardization, specialization and simplification.
Taylor (1947) proposed 4 principles of scientific management.
a) Science, not rule-of thumb
b) Scientific selection of the worker
c) Management and labor cooperation rather than conflict end
d) Scientific training of worker
Weber’s bureaucratic approach considers the organization as a part of broader society. The organization is based on the principles of structure, specialization, predictability and stability, rationality and democracy. There is efficiency in the performance of certain tasks, but also because of their ability to reinforce sustain particular patterns of power and controls. Administrative theory was propounded by Henry fowl and is based on several principles of management. In addition, management was considered as a set of planning, training, commanding and coordinating functions.
Evolution of Classical Approach to Management:
Conventional methodology of taking in is either through observation and test. Nature or environment is viewed as uniform and when we watch certain wonder or occasions consistently prompting the same come about or results, we close a circumstances and end results relationship between the two. This is taking in by perception or as it were by experience. Prior scholars on administration emulated this methodology in creating hypotheses of administration. Taking in mainly is through empirical procedure and through examination of the information gathered through perception. Draw the standards of management by taking a gander at and analyzing the employments that all directors usually do.
This methodology served as a beginning stage for pioneers on administration science to confirm the legitimacy and enhance the immaterialness of the standards and practices of administration. Examination of observed information is the thing that constitutes a research endeavor. The observational strategy for careful investigation helps landing at sensible decisions about past experience and to test the same as norms for future occasions. The German socialists, Max Weber emulated the established approach and created his hypothesis of Bureaucracy, which depicts the structure and design of association characterized by an order of power, formalized decides and regulations that serve to guide the facilitated working of an association. Fundamental Postulates of the Classical Approach by Max Weber
1. Administration of an association is recognized as a chain of between related capacities. The investigation of the degree and characteristics of these capacities, the grouping through which these are performed and their between relationship heads one to draw standards of administration suitable for all inclusive provision
2. Taking in standards of administration is carried out through the past encounters of genuine polishing directors
3. As business environment comprises of uniform cycles showing an underlying solidarity of substances, capacities and standards of administration inferred through procedure of experimental thinking are suitable for all inclusive provision
4. Rising new supervisors through formal training and research endeavor can create aptitude and competency in administration ideas and practices
5. The classical approach additionally distinguished the significance of monetary proficiency and formal hierarchical structure as controlling mainstays of administration effectiveness.
6. Business action is dependent upon monetary profit. Associations ought to hence control investment motivating forces neoclassical hypothesis of administration
Neoclassical theory (speculation)
Human Relations hypothesis:
‘ Demonstrates the advanced headway of Human Relations Management hypothesis which considers human elements like the management representative relationship. Human relations hypothesis is generally seen to have been conceived as an aftereffect of the Hawthorne tests which Elton Mayo led at the Western Electrical Company. The essential strand in the improvement of advanced administration was the expansion in thoughtfulness regarding the human components, which has gotten known as the ‘human relations school of administration.
Behavioral hypothesis:
When laborers were being watched and included in the exploration, they felt more critical and esteemed by the organization. Thus, their profit levels went up fundamentally. This spoke to a huge take off from a significant number of the traditional hypotheses, especially Fordism, as it went against the idea that administration required to control laborers, and uproot their self-governance at each step. Rather, it demonstrated that by captivating with specialists and acknowledging their necessities and needs, organizations could profit from expanded benefit.
The behavioral administration hypothesis is frequently called the human relations development on the grounds that it addresses the human size of work. Behavioral scholars accepted that a superior understanding of human conduct at work, for example, inspiration, clash, desires, and gathering flow, enhanced gainfulness. The scholars who helped this school saw representatives as people, assets, and resources for be process.
What are the managerial roles?
A role as defined as an organized set of behaviors belonging to an identifiable office or position. Thus actors, managers and others play roles that are predetermined, although individuals may interpret them in different ways.
Type of managerial roles
Figurehead- the manager is a symbol, obliged to perform a number of duties. He presents the organization in various ceremonies etc.
Leader- managers select and train their team members. He/she use to motivate the team to achieve predefined goal.
Liaison- manager duty is to communicate with people outside the work unit typing to coordinate two project groups.
Informational roles
Monitor- the monitor involves seeking current information from any sources. The manager acquires information from others and share it with once people to stay will informed.
Disseminator- the managers send external information into his organization and internal information from one subordinates to another.
Spokesman- the manager transmit information out to his organization environment to speak on behalf of the organization.
Decisional roles
a) Entrepreneur
– The managers acts as an initiator and designer of much of the controlled change of the organization. By using the monitoring roles, he seek opportunities, seek problem and initials action to improve situations.
b) Disturbance handler
– The manager role involves resolving conflict among subordinates or between the managers departments or other departments.
c) Resources allocator
– The role of manager involves deciding about how to allocate people, time, equipment, budget and other resources to attain desired outcomes.
d) Negotiator
– Managers participate in negotiation activities. Manager represent departments during negotiation of union, contract, sales, product, budgets, represent departmental interest.
What is managerial authority?
The formal and legitimate right of manager to make decision, issues, orders and allocate resources to achieve organization goals and objectives. Managerial authority is the position that empower a managers to exercise command and control over those placed under him for realization of the assignment role in organization.
Task 6:
Identify and discuss the management functions that be performed by an organization. Evaluate the different management approaches of ‘management roles and skills’ from the given case studies.
What is the management?
Management is looking of daily behavior cotter found the following patterns in managers. Managers spend a lot of time with other manager face to face, conflicts, especially those at their level and external share holder. Discussion are not focused on business decision, but also involves a lot of general and ad-hock talk. During the informal discussion managers ask a lot of questions during which they are probing the outside of issues. Manager rarely give others but spend a lot of effort trying to influence other. Manager usually build agendas during the first 6 month or year on the job. Typically the agenda is composed of loosely connected goals and plans. These are not formal plans but checklist to action which involves personal as well as organizational goals. Agendas help manager to decide what to do despite uncertainly, conflicting demands and the rest amount of information which is available. Good managers tend to have well-established networks of cooperative relationship with people both inside and outside the organizational structure. The network helps the managers keep informed about the issues at different levels.
Read more: http:/www.businessdictionary.com/definition/management.htm#ixzz2zvtiLRH4
Management of function
Management is the attainment of an organizational goal in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
Planning
Planning is the process of developing the business mission and objective and determining how they will be accomplished. Planning includes both the broadcast view of the organization such as its mission, and the narrowest, tactic for accomplishing a specific goal. Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.
Organizing
Establishing the internal organizational structure of the organization the focus is a division, coordinating and control of task and the flow of information within the organization. It is in function that managers distribute authority to job holders.
Controlling
A role as defined as an organized set of behaviors belonging to an identifiable office or position. Thus actors, managers and others play roles that are predetermined, although individuals may interpret them in different ways.
Management process:
Looking of daily behavior, cotter found the following pattern in managers.
1) Supervisors invest a great deal of time with others in up close and personal contacts, particularly those at their level and outer stakeholders.
2) Talks are concentrated on business choice, as well as include a ton of general talk.
3) Throughout the casual dialogs administrators solicit a considerable measure from inquiries throughout which they are examining the underside of issues.
4) Administrators infrequently give requests yet use a considerable measure of exertion attempting to impact others.
‘ Administrators typically manufacture plans throughout the initial 6 months or year to impact others.
‘ Administrators typically manufacture plan is compassed of inexactly joined objectives and arrangements.
‘ There are not formal plans yet agenda to activity which include individual and in addition hierarchical objectives.
‘ Plans help administrator choose what to do regardless of uncertainly, clashing requests and the incomprehensible measure of data which is accessible.
‘ Great administrators have a tendency to have well- built systems of helpful associations with individuals both inside and outside the hierarchical structure.
‘ The work helps the administrators educated about the issues at distinctive level.
The skills and quality of managers
Professional competence
Management is a practical subject which aim to have an impact on the real world, so it requires functional knowledge and skills in applying a body of professional practice. He were can talk about knowledge of product technology, marketing, techniques, engineering, accounting, knowledge of relevant legist ration, knowledge of basic management principles and theories.
Self-awareness
At the more elevated amounts of administrations, specialized abilities are expected and adequacy in administration appears to be truly interfaced to social and interpersonal aptitudes. The capability to do official work requires a consciousness of self-associating with others. What directors do is really mounded by their own particular recognitions of the part, their objectives, esteem emotions, their evaluation of individual Strong and shortcomings. To act successfully the director needs a well- grounded attention to themself.
Social& interpersonal skills
These skills are hard to define but they largely mean working with and through other people and using carefully judgments. They imply sensitivity to people and situation and skills in persuading people to achieve a common goals.
Emotional understanding
The manager’s job requires highly level of emotional strain, a result in working in situations of endless demands conflicting pressures. The manager’s job requires level of emotional strain, a result in working in situations of endless demands, conflicting pressures, lack of time, lack of resources and lack of clarity in knowing what is expected and how to achieve.
Thinking skills
Cognitive skills are another essential attribute of the effective manager. Managers need the ability to think where they need to have good clear minds and to be able to see the whole picture. Many studies of managers as decision makers show that managers typically do not search for the best possible solution to a problem because they would be time consuming.
Political skills
Organizational are ultimately political system. All organization has limited resources. Groups within the organization all want to share these resources to further their projects. This means that bargaining, conflict and selective mobilization of power are essential to control the process by which the cable is divided. Winners in this organizational game are often those who are politically carry and know how to make good case in their own.
Reference:
http://www.businessdictionary.com/definition/organizational-structure.html
http://www.coca-colacompany.com/our-company/diversity/workplace-culture
Compare and contrast different organizational structure & Culture | Law Teacher http://www.lawteacher.net/international-law/essays/compare-and-contrast-different-organizational-structure-and-culture-law-essay.php#ixzz2zJMwgJmH
-Notes from lecturer.