...Organisation structure Structure relates to a skeletal framework of activities and processes in an organisation and specifies the roles of these in achieving goals and objectives of the organisation. According to (Mullins, 2009), a good structure is highly important due to the fact that decisions on structure are primary strategic decisions which can make or break an organisation. One important aspect of a good structure is the human element. Organisation structure should be designed so as to encourage employees and increase the morale and job satisfaction of organisation members which will result to overall organisation efficiency. (Mullins, 2006) describes nine basic considerations in the design of organisation structure. The fundamental step is to define organisational objectives to enable further analysis and comparisons of other forms of structure. Clarification of objectives A clear definition of objectives is vital to provide a framework for the design of structure of an organisation. Organisation objectives provide fundamental schemes for division of labour and creation of group units and sub units. Clearly stated aims and objectives will assist in decisions on the strategy and structural dimension to employ to achieve organisational objectives. Task and element functions Certain functions must be performed in order to produce a good or service, from the development of the good or service to finance of resources used in the complete processing. These functions...
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...Apple - 7-s Model Super ordinate goals(soft) "To make a contribution to the world by making tools for the mind that advance humankind." Strategy (hard) Apple’s fundamental business model has not changed since it first began business in the late 1980’s. The main focus of the Apple strategy is in constant innovation. Apple is engaged in horizontal integration, vertical integration, strategies outsourcing and diversification. Structure(hard) The company's management employs a functional structure as the company is organised along functional lines. This structure groups people on the basis of their common expertise-experience and resources. This structure gives managers greater control of organisational activities and enables the company to avoid becoming too tall by creating several different hierarchies. By decentralising authority and responsibility as well as through a relatively flat hierarchical structure, Apple encourages its lower-level managers and employees to take the initiative and foster the company's strengths such as Apple's innovation, engineering excellence and marketing skills. Systems(hard) In order to avoid coordination problems between people, functions and divisions Apple has to use integration mechanisms and control systems. Actually, integration mechanisms aim at increasing intra-functional coordination and communication. As Apple's culture can be described as relatively open and casual, direct contact constitutes and appropriate...
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...the Queensland Health case study using related theories of organisational structure. This paper will also involve the use of critical thinking skills developed through the tutorial and lecture activities in MGB 200 (Leading Organisations. In further detail, organisational structure theories and research from the Queensland Health case study will be applied to identify and analyse the problem area discussed in the case study, and recommendations will be made for how to address this problem. The structure of this research paper will be expressed via reviewing the topic area of organisational structure (2.0 Literature Review), identifying/analysing the issues in the Queensland Health case study using the theoretical framework of organisational structure (3.0 Case Study), recommendations on how to improve the situation described in the case study (4.0 Recommendations) and finally a conclusion on the case study will be given (5.0 Conclusion). 2. Literature Review This section will provide a literary review on organisational structure. Four sections will be discussed in relation to the theories of organisational structure: (2.1) defining organisational structure, (2.2) types of structure, (2.3) the reasoning behind different structure types and (2.4) examples of different structures. 1. Defining Organisational Structure Organisational Structure: Key elements of organisational structure are as follows (Mintzberg, 1983): • Work specialisation The extent...
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...organisational structure and culture? Wilson and Rosenfeld (1990, p.215) says, “The established pattern of relationships between the component parts of an organisation, outlining both communication, control and authority patterns. Structure distinguishes the parts of an organisation and delineates the relationship between them”. Organisations are structured in a variety of ways, dependant on their objectives and culture. The structure of an organisation will determine the manner in which it operates and its performance. Structure allows the responsibilities for different functions and processes to be clearly allocated to different departments and employees. Bartol and Martin (1994, p.283) says, “The Formal pattern of interactions and coordination designed by management link the task of individuals and groups in achieving organisational goals. All companies that are available today have a structure of the positioning of its employees. It shows how work is divided and how the co-ordination works between the members of the organization. The structure also shows how the tasks and responsibilities will be delegated and the way of communication is done from the top level of management to the lower level of objectives, list the tasks, divide work into groups, centralisation or decentralisation, organisation‟s principles, span of control and chain of command. The reason being is because it will help the organisations (Asian paints and Bombay paints) to develop an appropriate structure where...
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...ORGANISATIONAL BEHAVIOUR Assignment 1 This essay will deeply look at the organisational structure and culture and It will compare and contrast different organisational structures and culture analysing the relationship between an organisations’ structure and the consequences on business performances. Finally it will analyse the factors which influence individual behaviour at work. Organisational Structure First of all, an organisational structure refers to how an organisation has Hierarchical subordinates of persons concerned to achieve the same goal. The culture of an organisation can be described as the value, attitudes and beliefs of people within an organisation. The structure and the culture of the organisation reflects the aims and strategies to be accomplished. Formal and Informal organisation In order to have control of an organisation’s performance, an organisation would have some type of deliberate organisational structure. This is called a formal organisation; Structures are clearly organised by dividing departments, level of authority, responsibility and communication line. On the other hand, there are informal organisations. An Informal organisation does not have a specific structure or a planned division of responsibility and this type of organisations can be seen within formal organisations. Geographic Structure A structure with one head office who has the power to control all departments, and several regional or territorial departments where...
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...professionals with an experienced view on the job they had to do. The down side was that they did not have a lot of authority. They were forced to listen to the decision makers who were a small centralized group of managers. Later on they even fired the specialized doctors and nurses and hired new inexperienced staff to do the job in order to keep the costs low. This of course was criticized and seen as a weak point in the history of the company. The environment in the 20th century changed rapidly, Mayne did not have the ability to respond to those quick transformations because of the limited focused management. All this is presented in the case and is important information in order to understand what went wrong. They changed the structures within the organization, but did they choose the right ones to make the company come perform at it’s best? And was the cause of the issues the company struggled with a structural problem? All these questions will be discussed in this case study. Structural issues Mayne is facing Mayne was founded as a delivery company in 1885, an...
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...Enterprise Information System is generally any kind of computing system that is of "enterprise class". This means typically offering high quality of service, dealing with large volumes of data and capable of supporting some large organization [ ("an enterprise"). Enterprise Information Systems provide a technology platform that enables organizations to integrate and coordinate their business processes. They provide a single system that is central to the organization and ensure that information can be shared across all functional levels and management hierarchies. Enterprise systems are valuable in eliminating the problem of information fragmentation caused by multiple information systems in an organization, by creating a standard data structure. A typical Enterprise Information System would be housed in one or more Data centers, run Enterprise software, and could include applications such as Content management systems and typically cross organizational borders. The word enterprise can have various connotations. Frequently the term is used only to refer to very large organizations. However, the term may be used to mean virtually anything, by virtue of it having become the latest corporate-speak. Implementing enterprise systems can contribute to achieving operational excellence because when an employee enters information into an enterprise system, it means that that much less time goes into sharing that information through other mediums. It takes time to print out and distribute...
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...understand the effects of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s...
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...Models of Organized Crime Jalaine Franklin University of Phoenix CJA/384 Week-2 Mario Honore November 08, 2012 Models of Organized Crime Patron-Client Orgnizations When it comes to models of organized crime there are two organizations that this paper will refer to, the first is the Patron-Client organization and the second is the Bureaucratic organizations. The Patron-Client is a group of criminals that united together to establish connections that would benefit the groups clients later on. They were structured to run with just one leader and then a chain of command that follows. If an order is given it has to come from the leader and then it is passed down through the chain of command to the members. In order to become a member of a patron-client organization everyone has to be initiated (University of Phoenix, 2007). Bureaucratic Organizations Bureaucratic organizations are slightly different than patron-client organizations in the way they are structured. They are structured with rules and procedures. Bureaucratic organizations also have one main leader and a chain of command that leads to their members. Here the lower managers are not allowed to make any orders; all orders must come from only one person. When it comes to conducting business only high ranking individuals can look for new resources and proceed with new contacts but they still have to have the approval of the leader. Similarity/ Differences Both the patron-client...
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...Week 3 Management Structures By: Misty Ladnier The organization is run by people chosen best to handle the stressful situations that we are faced on a daily basis. I have been trained to make sure that my victims are treated correctly to their individual cases. In order to do so I need an organizational structure. I will explain the advantages and disadvantages of Departmentalization, Matrix organizations, the project team, and the collegial model. Departmentalization is very tricky; you have to pair individuals up so that the department runs smoothly. Sometimes you have people that need to be trained to do this kind of work so that the department does have great communication skills to understand what is going on at all times to keep your patients happy. Matrix organizations have resources that can be shared amongst the department or company. They run on getting ideas from whatever can be tapped at that particular time. What would lead to complications are two or more people that are management and the lack of communication. This can lead to frustrations with the staff that are one step below or one step higher. The project team is the people that come up with ideas. They are the people that have events for the employees or the patients. These events can bring fundraisers for things needed for the organization. But disagreements can put any planning at a standstill and then it can become too late to have it. The collegial model is people within the company that have...
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...Implement a matrix structure. Similar in some ways to the divisional structure described in action one, a matrix structure can benefit from the functional divisions formed in the divisional structure but also supplement these divisions with divisions based on products as well. Employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. If Appex were to consider a matrix format I would recommend a balanced/functional matrix. This form of a matrix structure is one in which a project managers are assigned to oversee projects and these project managers must share power with the functional managers who are the normal chain of command. One of the disadvantages of this arrangement is the division of power between the managers but if Appex’s managers could overcome the difficulty inherent in such a power sharing scheme then this could be a beneficial way to structure the company. 4) A classical hierarchy. I believe that this time-tested structure is what Appex needs as it has grown too large and complex to operate efficiently in any of the structures described above. Although some consider this to be an impersonal form which would not allow for the employees of Appex to operate in the unstructured way that they did at the beginning, the simple fact of the matter...
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...Differentiation:- It is the process by which organization allocates people and resources to organizational task and establishes the task and authority relationships that allow the organization to achieve its goals. Organizational Roles An organizational role is a set of task-related behavior required of a person by his or her position in an organization. Organizational structure is based on a system of interlocking roles, and the relationship of one role to another is defined by task-related behaviors. Authority:- is the power to hold people accountable for their actions and to make decisions about how to invest and use organizational resources. Subunits: Functions and divisions In organizations, people with similar and related roles are grouped into a sub unit. The main subunits that develop in organizations are functions or departments. A function is a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs. A division is a subunit that consists of a collection of functions or departments that share responsibility for producing a particular good or service. The number of different functions and divisions that an organization possesses is a measure of organizations complexity – its degree of differentiation. As organizations grow in size, they differentiate kinds of functions. Support functions: - facilitate an organizations control of its relations with its environment...
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...From the past up to now, the organization has changed a lot in order to make the jobs and employees to become more effective and efficient. Among these changes, we have noticed many organizations nowadays try to restructure their organization’s structure to move toward “virtuality”. According to the Modern Management book, virtual organizations refer to as network organizations or modular corporation (Samuel & S. Trevis, 2012). There are both pros and cons for having a virtual organization. To begin with the positive points, organizations can reduce the cost by having a virtual organization. In this way, they can reduce some cost for working spaces and as well as utility expenses such as rent, maintenance, insurances, water, electricity, and raw materials. Secondly, some employees may find themselves to work faster at home rather than in the company’s office. Working at the office can sometimes be very disturbed as there can be a lot of people in one office. Thus, virtual organization can increase productivity for those who like to work at home or in a silent place. Finally, virtual organization allows firms to redesign jobs to make employees more effective and efficient. For example, some jobs do not require employees to come to office every day as the jobs require employees to work directly with customers, so it is not important for them to be present at the office every day. As a consequence, they can get access to the customer more quickly and save time. Moving onto the...
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...employees. Therefore, external as well as internal equity play an important role in an organization’s design of its compensation structure. In this essay, it shall examine the total compensation plans for the Home Depot Corporation and IBM Global Services, focusing on internal as well as external equity. Additionally, it shall also review the various advantages as well as disadvantages of internal and external equity for both organizations. Finally, it will provide an explanation to how each plan supports each organization total compensation objectives as well as the relationship of the organization’s financial situation to its plan (University of Phoenix, 2009). Internal and external equity An Organization that notably uses internal equity to form its pay structure is the Home Depot. The Home Depot’s internal equity exist because of its pays wages and hiring processes designed to fit each store budget, instead of hiring people with the skills to do the job at a market rate pay. The Home Depot’s decentralized stores use an elitist compensation system with different compensation plans by organization level and incentives offered only to specific employees or units. The Home Depot’s internal equity compares each pay level to other employees and business units in the company’s hierarchy. This process exists to balance the compensation structure appropriate to a job profile in comparison to the pay wages of its senior and junior level executives in the company. However...
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...had identified what we considered that the best way to implement MBO was byfollowing our own seven step process.Step 1. Organisational goals should be clearly clarified and communicated to all membersof the organisation. This way everyone involved would have a clear understanding of thenew goals, in terms of what the organisation wants to achieve, what is expected of themand the importance of their involvement to accomplish them. There should be morecommitment and an increase in efforts towards the accomplishment of those set goals.Step 2. The organisational structure must now be reviewed and designed so that it isflexible and promotes effective communication, quick decision making and promptfeedback. Frankly, the structure that the Goodman Company had employed before thenew process clearly could not work after the process was implemented since the structurecould not facilitate group work. Mr. Goodman would have to structure the groups in terms of specifying roles, norms, status, size and the degree to which members areattracted to each other and are motivated to stay in the group. Moreover, Mr....
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