Tall And Smooth Organisational Framework Business Essay

An organisational structure defines how jobs and duties are divided, work jobs and marriage among customers in the company and channel of communication in a organisation. It offers the platform for the organisational activities. An organisation can be buildings in many different ways depend on the organisation's goals (intentionally created). Managers need to focus on 6 key elements when they design their organisation's composition: work specialisation, departmentalisation, chain of command, span of control, centralisation and decentralisation, and formalisation.

Organisational culture is the habits of behaviour, assumptions and beliefs which people of the company have in common. It is an personal information of the business and something of history and its people, especially the norms and values set by its founder. Organisational culture impacts the behavior of employees as it offers a certain standards and guideline that they must perform in their daily tasks to meet the require expectation. Employees learn culture through icons, tales and rites and ceremonies.

2. 1. 1. High and Level Organisational Structure

The organisational framework is usually projected by a extra tall pyramid or a flat structure. High and even organisational set ups are two of the most common types of organisational constructions.

Figure 1 High Organisational Structure

Figure 2 Washboard Organisational Structure

Figure 1, shows a tall organisation framework with a slim period of control, organic and a long chain of command word, while Body 2, shows a flat organisational composition with a wider course of control that has fewer levels of hierarchy which is only three layers. Span of control refers to the number of employees that report to a manager. Volume of manager an company has is determined by the amount of employees a manager can proficiently and effectively immediate.

In a extra tall structure, every manager has a tiny area of control as they just have a few subordinates to manage. As the organisation grows, the framework will become taller and the number of management levels rises. A administrator must have the ability to control, supervise subordinates and coordinates the effort of subordinates easily. Enhance quality of performance while building greater bond between administrator and subordinates through working meticulously together. However, there are a few drawbacks of high organisational structure and narrow course of control such as high management level pay to be pay out, sluggish decision making and discouraging employees to be 3rd party decision maker in times of critical decision making in particular when a problem develops as decision is made by higher level management.

In contrast, flat organisational composition has fewer level of management this means lesser supervisor in the company and lower managerial level salary to be pay put. Wider course of control results flat company as managers through this structure is able to manage many subordinates. Decision making in flat organisational framework is faster than high organisational framework because there are few layers of communication between managers and subordinates. Although subordinates have significantly more power nevertheless they cannot find ways to improve and enhance further development in their organisation. Subordinates are able to make critical decision at certain level when there's a problem that requires urgent remedy. Constraints of even organisational composition or wider course of control are organisation may must invest seriously on the employees training in order to let the managers know the careers and make smarter decisions. Many flaws could take place, compare to large organisational composition because there are many subordinates, looser control, lesser qualified personals to review a proposal and also less guidance for subordinates.

2. 1. 2. Compare and Contrast Different Organisational Constructions and Culture

The organisational composition provides the construction for the organisational activities while the organisational culture displays the personal information of the company, norms and value arranged by the creator.

Core

The core of organisational culture of any business shows on the mentality, professionalism and the central values of the business's owners and their individual staffs. However, some companies are regarded as possessing a dog-eat-dog world culture where staffs aggressively contend for higher designation and special increments in allowances unperturbed and insensitive to other colleague's emotions.

Just like there exists two attributes two as gold coin, there's also companies who highly have confidence in "one company, one family" culture or in a culture that creates a host for fresh ideologies. The word "organisational framework" denotes to the initial framework of any company. A business can be documented as a single proprietorship, partnership or corporation are among legally preferred selection of business enrollment. However, the decision of framework will have a primary impact on the firm's duty liability and the manner operations are been able.

Control

Most companies have a structure of command from the start with their business apart of preference of documented business and preferred selection of chain of command word. Companies can maintain narrow period of control with a centralised framework or provide departmental professionals with limited specialists. The company's corporate and business culture may change from initial notion of culture setup as culture advances after first connections with employees and clients. The starting tone could be set up, nevertheless a peaceful culture or a sale-focused culture, employee's attitude toward work also offers a direct effect on the culture. A warm work environment, but the professionals mistreat their employees, then, despite company's initiatives, the business will have a negative organizational culture.

Change

The commercial culture of your business can transform at any time. Some results create changes such by employing new plans and strategies that are aimed at less stressful working environment. The culture could change whenever a band of employees leave and new employees do not share the same ideals which may have part of the tradition utilized to the time of their visit. However, to change a company framework amid its operation can be silent harmful at its original period of implementation.

Tangible

Tangible composition allows an outsider to regulate how the operation of organisation by looking at the business enterprise registrar. Professionals and supervisors are also proof a company's organisational projection. No matter the structure of choice and criticism it could receive, it can be an undeniable simple fact the structure is available. An organisation culture's responses and perception cannot be taken as a tangible truth. Clients and employees may spread malicious rumours on the business, where it paints the business in bad image on the list of culture and consumers. Though rumours could be clarified, it still struggling to portray the company's culture as a tangible simple fact. .

2. 2 Romantic relationship between an Organisation's Structure and Culture and the consequences on Business Performance

The organisation composition and culture takes on an important role in determining the success or failing of the company. Six important elements should be taken account in determining the culture durability of an company.

If the organisation structure is high and complex, then the decision making of the company will be sluggish. Regardless being slow, the management gets a collective view items from almost all their higher level management and the additional time taken is spent sensibly analysing any decision prior to applying concerning make minimal problems from any likelihood arising from an unhealthy decision that will lead to wastage of resources in term of economic and labour.

2. 3. Factors which Affect Specific Behaviour at Work

The major are personality and notion of each and every individual who is an employee are major factors which affect individual differences in behavioural habits.

Personality can be defined as a relatively secure set of characteristics that influences an individual's behaviour. The several factors that effect the personality of an individual are heredity and environmental. Hereditary factors were exceeded by our parents and ancestors to us. The environment is another element in personality development. Different environmental factors may generate different responses. For instance, an online boot dealer Zappos. com knows how specific or organisational behaviour affects an organisation's performance. Zappos preserves a positive, fun-loving work environment to employees. Employees are empowered to make decision that increase client satisfaction and encouraged to create fun during work.

Perception is an activity where individuals organise and interpret their sensory impression to be able to give so this means to their environment. (Stephen P. Robbins). There are plenty of factors that effect the belief of an individual. The analysis of perception plays important role for the professionals. To increase the production and smoother the organisational process, professionals need to access how subordinates understand their jobs.

APPLICATION TO CASE STUDY!!

3. 0. Activity 2

3. 1. Organisational Theory

There are several theories explain the organisation and its framework.

Bureaucracy Theory

Max Waber has proposed an ideal way of organising federal government companies and both general public and private sectors organisation which is within bureaucracy form. He emphasised on five major rules which are formal hierarchy framework, individual is handled under a set of regulations, employment based on technical requirements, an "up-focused" or

"in-focused" quest and impersonal.

Scientific Management Theory

F. W Taylor suggested the medical management which is mainly concerned with the 'individual job'. He believed that inefficiency of production can be managed with clearly described principles. Four principles of methodical management are management must take responsibilities to build up the best way to control subordinates through creating a true technology of work. Second, worker are decided on carefully and trained to perform the tasks relative to management training. Third, analyse the jobs scientifically and effectively trained staff are put together to increase productivity. Last, the clinical method of management helps worker-manager cooperation.

Administrative Theory

Henri Fayol was the first to identify functions of management, he believe managers needed specific tasks in order to manage work employees. Matching to Henri Fayol, there are 14 ideas that induce an administrative management way of thinking and five functions of professionals which include planning, commanding, coordinating and handling. By dividing the work into specific jobs, subordinates are able to work more efficiently and managers are able to direct the actions of subordinates within the company.

Contingency Theory

Contingency theory is a theory that a lot of effective groups depends upon for a proper match between a leader's design of getting together with subordinates and the amount to that your situation fives control and affect to the first choice. A good leader should behave fast as different environment or situation takes a different organisational relationship for effective and efficiency working of the organisation. Overall flexibility and adaptability are the primary concern of the approach.

Hawthorne Theory

Hawthorne theory is one way to inspire people to do their job well and investigate the consequences of physical working conditions on the output and efficiency of employees. Man needs may be categorise into needs to feel worthy, have to have control and will need sense of belongingness.

Organisational Theory Underpins Ideas and Techniques of Organising and Management

The semiconductor company in Bayan Lepas FIZ methods contingency theory that underpins the principles to its management and authority in order to remain competitive with other multinationals companies. The business comes out with a new tactical planning and aims. They changed the task change from eight time three change to 12 time two shifts but the total working time per month is still remained unchanged which is within the labour rules requirement. They think that changing work switch or compresses working arrangements helps to tone down the making cost. The leader of the company has need to understand how the new change will change the lifestyle of the subordinates both in conditions of their respected family and how it will have an effect on their work performance. Understanding the situation of the subordinates gives the leader an improved idea how to approach the problem with critical thinking after analysing the whole problem from a wider point of view.

4. 0. Task 3

4. 1. Motivational Theories

Motivate is the operations that account for an individual's depth, route, and persistence of effort toward attaining an objective. You will find four early theories of motivation that are hierarchy of needs theory, theory X, Y and Z, two factor theory and McClelland's theory of needs. These 4 motivation theories are most widely known during 1950's but still to this days and nights. A lot of the early theories are focus on needs. "Contemporary theories" represents the current talk about of pondering in explaining worker motivation.

Hierarchy of Needs Theory

Abraham Maslow's hierarchy of needs is the best-known theory of desire. You will find five needs can be found in the Maslow's Hierarchy of Needs: physiological, protection, cultural, esteem and self-actualisation. The hierarchy of needs can be grouped into higher and lower order. Physiological and protection needs were lower-order needs whereas public, esteem and self-actualisation were high-order needs. Low-order needs are needs that are satisfied specific in physical form or externally such as bodily needs, security and coverage from physical or mental injury, whereas high-order needs are satisfied internally.

Theory X, Y and Z

Douglas McGregor suggested two packages of assumptions about aspect of human at work: Theory X and Theory Y. Theory X is a poor view of people that assumes employees dislike work, sluggish, dislike responsibility and must be carefully controlled to perform. Otherwise, Theory Y is a confident view that assumes employees are creative, enjoy work, seek responsibility and self-directed to attain goals. Theory Z is released by William Ouchi. This theory feels that folks are self-discipline, self-motivated, loyal towards company. Many assumptions are made in the work place based on observations of the employees and their romance with management to produce a more successful environment in the company.

Two-Factor Theory

Frederick Herzberg's two-factor theory proposes factors that led to job satisfaction and dissatisfaction. Herzberg labeled these job factors into two categories which can be hygiene factors lead to dissatisfaction and motivational factors that increase job satisfaction and determination. Two-factor theory performs an important role for managers to have an improved knowledge of employees' attitudes and inspiration. The restriction of two-factor theory is the theory is not clear of bias and stability is uncertain as employees will blame dissatisfaction on the external factors and employees may be analysing in several manner that will have an effect on the results.

McClelland's Theory of Needs

David McClelland and his associate possessed developed McClelland's theory of needs. McClelland's Theory of Needs says achievement, electric power and affiliation are important needs that help to explain determination. McClelland focused on the Needs for Success (nAch). They dislike betting with high odds or even low possibilities as no achievements satisfaction include clean chances and high chances of success this means no obstacles. Therefore, high achievers performance best and get high success satisfaction from success when there may be 50-50 chance.

Goal-Setting Theory

Edwin Locke suggested the goal-setting theory of drive, areas that clear and challenging goals along with reviews lead to raised levels of employees' productivity. Goal settings give way to employees about what to do and help complete the work effectively. Disadvantage of goal-setting theory is organisational goal issue with managerial goals that effect on the performance.

Expectancy Theory

The expectancy theory was proposed by Victor Vroom. The expectancy theory focused on three connections: effort-performance marriage, performance-reward romantic relationship and rewards-personal goals marriage. The advantage of the expectancy theory could it be stresses on rewards or pay-offs if the employees can achieved aimed performance level, however the application of this theory is limited as rewards are distribute by the professionals is difficult to meet the employees' needs.

Conclusion

The expectancy theory which centered on three associations would apply well for the leader of the semi-conductor company in its work to build performance relationship, performance reward relationship and praise personal goals relationships.

The head could suggest ways the better utilised their 3 off times to fulfil their respective family obligation which will in turn bring the delight from other time spent on family bonding to the task location to further enhance their working shows.

APPLICATION TO CASE STUDY!!

5. 0. Job 4

5. 1. Group and Group Behaviour

A group composes of several individuals to achieve particular targets. Group can be split into formal and informal group. Formal group is a specified work group that are founded by management as part of an organisation's framework. In contrast, informal group is an organization that is neither formally organized nor organisationally decided. Casual group is less long term than formal group. You will discover five periods to be consists in order to form a group: creating, storming, norming, executing and adjourning. Forming is the first stage in group development where responsibilities have to be recognized, resources and information required however the group's purpose is uncertain. Next level is the storming level, it represents the situation arises and issue happens as individuals get started to question and decision who'll control the group. After all the discourse within the group, the issues are resolved and there will be an obvious hierarchy of leadership within the group and romantic relationship between participants will slowly and gradually get closer. Inside the performing stage, group starts to execute tasks. Lastly, the adjourning stage where mission was accomplished and group will be dismissed.

5. 2. Team and Teamwork

A team consists of two or more people with complementary skills who are committed to common purposes and performance goals. Although teamwork can take more times and resources however the performance of team is usually much better than individual's performance. Teamwork is the joint actions of an team of men and women to complete confirmed task.

Factors that Lead to Effective Teamwork

We can organise the main element the different parts of effective groups into three general categories. First are contextual affects that make team effective. The next relate to team composition. Previous, process variable are important process to team efficiency.

Context

The four contextual factors that determine whether teams are successful are satisfactory resources, effectiveness authority and composition, a local climate of trust and a performance analysis and pay back systems.

Every work team depends on resources beyond your teams such as timely information, proper equipment, adequate staffing, encouragement and administrative assistance. To execute careers and achieve goals, company needs to provide satisfactory resources and steer clear of scarcity happens. Command may be seen in terms of creating and inspiring change. The first choice does by inspiring members, impact others and show opinion in the leader's goal and beliefs. Leaders should build trusting relationship between themselves and followers by reducing the necessity to monitor each other behavior. Management should evaluate employees performance and praise them. The purpose of rewards is to recognise their initiatives and create a much better working environment.

Team Composition

The team composition category includes varying that associate how teams should be staffed- the ability and personality of associates, allocation of tasks and diversity, size of the team and people' research for teamwork. The abilities set restrictions on what participants can do and exactly how effectively they'll perform over a team. Personality significantly influences individual employee behavior.

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