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Organization Structure And Culture Add in library

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Questions:

Task 1. Discuss the relationship between organisational structure and culture

Task 2. Discuss different approaches to management and leadership

Task 3. Discuss ways of using motivational theories in organisations

Task 4. Discuss mechanisms for developing effective teamwork in organisations?
 
 

Answers:

Task 1. Organization Structure and Culture

Associations are situated up in particular approaches to perform distinctive objectives, and the structure of an association can help or frustrate its advance toward finishing these objectives. Associations vast and little can accomplish higher deals and other benefit by appropriately coordinating their needs with the structure they use to work. There are three principle sorts of authoritative structure: utilitarian, divisional and grid structure (Islam, Jasimuddin & Hasan, 2015). 

Functional Structure

During the stages of operation NISA employed functional structure. It is a structure is situated up so that every part of the association is gathered by reason. In this sort of association, for instance, there is a central coordinating center for all activities. The utilitarian structure lives up to expectations extremely well for little organizations in which every office can depend on the ability and learning of its laborers and bolster itself. Nonetheless, one of the disadvantages to a practical structure is that the coordination and correspondence between offices can be limited by the hierarchical limits of having the different divisions working independently (Hahn, Lee,& Lee, 2015).

Divisional Structure

Divisional structure commonly is utilized as a part of bigger organizations that work in a wide geographic range or that have separate littler associations inside of the umbrella gathering to cover diverse sorts of items or business sector territories. For instance, the M & S is sorted out divisionally established stores in sections division and divisions for each geographic territory to handle particular needs.  The advantage of this structure is that needs can be met all the more quickly and all the more particularly; nonetheless, correspondence is repressed in light of the fact that representatives in distinctive divisions are not cooperating. Divisional structure is exorbitant on account of its size and degree. Little organizations can utilize a divisional structure on a littler scale, having diverse workplaces in distinctive parts of the city, for instance, or doling out distinctive deals groups to handle distinctive geographic territories.

M &S culture is that set on They claim to remain true to their founding values of quality, value, service, innovation and trust. At NISA, the culture is begged on protecting the interests of independents of clients against the insurgence.

The Impact of organizational Culture and structure in Organizational Performance

Organization culture alludes to basic conduct patters inside of the gathering of individuals constituting the association. The culture in the organization implies that individuals inside of the association have a tendency to have comparable convictions and conduct designs (Tong,Tak & Wong, 2015). It additionally implies that there is less resilience for conduct that goes amiss from the acknowledged examples. Likewise it bind together the populace of the association and adds to smoother working (Hotho, Lyles & Easterby‐Smith, 2015).

The structure in an organization shows the structure of the association, furthermore demonstrates the connections between hierarchical individuals and the positions of every last one of positions in the association. The structure of an association illuminates parts for hierarchical individuals, so that every part recognizes what they should do and who they answer to. The structure additionally manages the measure of control an authoritative part has with respect to his employment in the association (Peretz, Levi & Fried, 2015).

 

Factors that Affect Employee Relationship at Workplace

Work Culture

Representatives need to feel great at work environment for them to stay positive and cheerful. Standards and regulations ought to be same for everybody. Workers should be urged to regard their reporting managers and take after the code of morals (Dey & Tripathy, 2015).

Work Responsibilities

Representatives ought to be requested that do what best they can perform.

Powerful Communication

Chiefs need to speak successfully with colleagues. The occasion, representatives learn about left, they lose enthusiasm for work. They have to have a say in association's significant choices (Appelbaum et al., 2015).

Family and Personal Life

It has been watched that people with a beset foundation or risky family life have a tendency to carry on nonsensically at working environment. Representatives who have strained associations with relatives sit late at work and ruin the whole work society (Selvarajan, Slattery & Stringer, 2015).

Relationship at Work

It is important to have companions at the work environment. Not permitting workers to cooperate with kindred laborers prompts disappointment and anxiety at working environment. Abstain from belligerence with colleagues (Dey & Tripathy, 2015).

Task 2. Leadership style

The hypothesis of a transformational style of initiative is where transformational pioneers have a dream of where they need the organization to go and charm and abilities to actualize that vision. M&S employ this type of leadership. Transformational authority is additionally identified with the style of initiative, in which the pioneer motivates to a great extent through their own magnetism, and to the visionary style of administration, in which the pioneer sets out his vision for the association and moves others to accomplish that vision. Transformational styles of initiative function admirably in entrepreneurial organizations (Slater, 2015).

NISA employs the classic styles. It is a style of initiative portrays the amount of control the pioneer provides for those beneath her. Case in point, in a free enterprise style of initiative (NISA), the supervisor gives little bearing to subordinates and permits them to get on with things. The style works best when workers are profoundly prepared and roused. Conversely, a totalitarian style of initiative is one where pioneers apply control over most parts of the work and give little extension for specialists to make proposals or think for themselves. The participative administration style stresses cooperation and welcomes workers to cooperate to help tackle issues and expand execution (Renko et al., 2015).

The Influence of Organizational Theory in Management of Organization

Organizational hypothesis is a freely sew group of numerous ways to deal with hierarchical investigation. Its subjects, inquiries, techniques, and informative modes are amazingly diverse. There is specificity of objectives and formalization Goal detail gives rules to particular errands to be finished alongside a controlled path for assets to be distributed. Formalization is an approach to institutionalize authoritative conduct. Thus, there will be stable desires, which make the normal hierarchical framework. The theories empower creation proficiency and efficiency (Guay et al., 2015).

Organization Management at M &S

M&S is utilizing a pyramid or progressive system structure has a pioneer who is in charge of and settles on all the choices influencing the association. This pioneer oversees other hierarchical individuals. Pyramids and pecking orders frequently depend on bureaucratic practices, for example, plainly characterized parts and obligations and unbending summon and control structures. Like a physical pyramid, these associations require a strong base with adequate individuals to bolster different levels of administration inside of the general structure so that the association does not miss the mark regarding its objectives. From a business point of view, an order will frequently be partitioned by or topography. For instance, a worldwide retailer may use a geographic chain of importance at the upper level, with each geographic branch making a useful progressive system underneath it. A littler association working in a solitary locale might basically have a practical progressive system (Mathieu et al., 2015).

 

Task 3: Change leadership and the impact on motivation

Bond & Belong

This drive is generally met through an Organizations Culture. Associations who's way of life is one that: grasps collaboration; empowers the advancement of fellowships and holding; one in which workers can rely on upon their companions to help them; a culture that values coordinated effort; a culture that commends and shares; and a culture that is centered around the "representative first" are pivotal to this drive being met (Koryak et al., 2015).

Challenge & Comprehend

This drive is satisfied essentially through Job and Organizational Structure. Associations need to guarantee that the different employment parts inside of the organization give workers incitement that difficulties them or permits them to develop. Work parts that fulfill this drive ought to: be seen as critical in the association; employments ought to give individual significance and satisfaction; parts ought to induce an inclination of commitment to the association; hierarchical structures that give development opportunities inside of the organization; learning offerings (preparing, classes, and so on) that give workers new abilities and information,  occupation sharing/rotational open doors that can give new difficulties are the way to satisfying this specific commute (Aarons et al., 2015).

Motivation theories

Work attributes model – Hackman and Oldham

The employment qualities model, outlined by Hackman and Oldham, is in light of the thought that the errand itself is vital to representative inspiration. Work enhancement and occupation turn are the two methods for adding mixed bag and test to a vocation and empower working environment inspiration.  It expresses that there are five center occupation qualities (expertise assortment, errand personality, assignment noteworthiness, self-sufficiency, and criticism) which affect three discriminating mental states (experienced importance, experienced obligation regarding results, and learning of the real results), thus affecting work results (work fulfillment, non-attendance, working environment inspiration, and so on.). The five center employment qualities can be joined to shape a spurring potential score (MPS) for a vocation, which can be utilized as a record of how likely an occupation is to influence a worker's disposition and practices.  Hackman and Oldham's employment qualities inspiration hypothesis recommends that high work environment inspiration is identified with encountering three mental states whilst working: importance of work, obligation, and information of result. Motivators are more concerned with the genuine employment itself. Case in point how fascinating the work is and the amount of chance it gives for additional obligation, acknowledgment and advancement. Cleanliness variables are elements which 'encompass the employment' as opposed to the occupation itself. For instance a specialist will just swing up to work if a business has given a sensible level of pay and safe working conditions yet these components won't make him work harder at his employment once he is there. Critically Herzberg saw pay as a cleanliness element which is in immediate difference to Taylor who saw pay, and piece-rate specifically (Pundt et al., 2015).

 

Maslow Hierarchy of Needs

Maslow set forward a hypothesis that there are five levels of human needs which workers need to have satisfied at work. The greater part of the needs are organized into a chain of command (see beneath) and just once a lower level of need has been completely met, would a laborer be spurred by the chance of having the following need up in the order fulfilled. Case in point a man who is biting the dust of yearning will be propelled to accomplish an essential wage so as to purchase nourishment before agonizing over having a safe occupation contract or the admiration of others.  A business ought to thusly offer distinctive motivators to laborers so as to help them satisfy every need thus and advance up the progression (see beneath). Chiefs ought to additionally perceive that specialists are not all inspired in the same way and don't all climb the pecking order at the same pace. They might consequently bring to the table a marginally diverse arrangement of motivators from laborer to specialist (Lee & Hanna, 2015).

Task 4. M&S Different types of Groups

Command Groups

Charge gatherings are determined by the authoritative diagram and regularly comprise of a director and the subordinates that answer to that administrator. A case of an order gathering is a scholarly office director and the employees in that division.

Task Groups

Errand gatherings comprise of individuals who cooperate to accomplish a typical assignment. Individuals are united to finish a tight scope of objectives inside of a predetermined time period. Errand gatherings are additionally regularly alluded to as teams. The association designates individuals and allots the objectives and undertakings to be finished. Samples of allocated assignments are the advancement of another item, the change of a creation process, or the proposition of a motivational challenge. Other regular undertaking gatherings are specially appointed panels, task gatherings, and standing boards. Specially appointed boards of trustees are transitory gatherings made to determine a particular grievance or add to a procedure. Undertaking gatherings are like impromptu advisory groups and ordinarily disband after the gathering finishes the alloted errand. Standing advisory groups are more lasting than impromptu councils and venture bunches. They keep up more life compasses by turning individuals into the gathering.

Functional Groups

A practical gathering is made by the association to finish particular objectives inside of an unspecified time allotment. Utilitarian gatherings stay in presence after accomplishment of current objectives and destinations. Illustrations of practical gatherings would be a showcasing office, a client administration division, or a bookkeeping division.

As opposed to formal gatherings, casual gatherings are framed actually and in light of the basic intrigues and shared estimations of people. They are made for purposes other than the achievement of authoritative objectives and don't have a predetermined timeline. Casual gatherings are not named by the association and individuals can welcome others to join occasionally. Casual gatherings can have an in number impact in associations that can either be certain or negative. For instance, workers who structure a casual gathering can either talk about how to enhance a creation procedure or how to make alternate ways that risk quality. Casual gatherings can take the type of vested parties, fellowship gatherings, or reference bunches.

Interest Groups

Vested parties more often than not proceed over the long run and may last more than general casual gatherings. Individuals from vested parties may not be a piece of the same hierarchical office but rather they are bound together by some other basic hobby. The objectives and destinations of gathering hobbies are particular to every gathering and may not be identified with hierarchical objectives and targets. A case of a vested party would be understudies who meet up to shape a study bunch for a particular class.

Fellowship Groups

Fellowship gatherings are framed by individuals who appreciate comparative social exercises, political convictions, religious qualities, or other regular bonds. Individuals appreciate one another's conversation and frequently meet after work to take an interest in these exercises. For instance, a gathering of workers who structure a fellowship gathering may have an activity aggregate, a softball group, or a potluck lunch once every month.

Reference Groups

A reference gathering is a kind of gathering that individual’s utilization to assess themselves. The primary purposes of reference gatherings are social approval and social correlation. Social acceptance permits people to legitimize their demeanor and qualities while social examination helps people assess their own particular activities by contrasting themselves with others. Reference gatherings have an in number impact on individuals' conduct. By contrasting themselves and different individuals, people have the capacity to survey whether their conduct is worthy and whether their mentality and qualities are correct or off-base. Reference gatherings are unique in relation to the beforehand examined gatherings on the grounds that they may not really meet or frame deliberately. For instance, the reference bunch for another representative of an association may be a gathering of workers that work in an alternate office or even an alternate association. Family, companions, and religious affiliations are solid reference bunches for most people.

Group Structure

Gathering structure is an example of connections among individuals that hold the gathering together and help it accomplish relegated objectives. Structure can be depicted in a mixed bag of ways. Among the more basic contemplations are gathering size, bunch parts, bunch standards, and gathering cohesiveness.

 

Factors that Promote the Development Effective Team and Teamwork at M&S

Diversity

Compelling groups grasp and are constituted by a differing qualities of societies, gifts and identities. Assorted qualities can advance inventiveness and advancement, and bring issues to light of and appreciation for contrasts, which will bolster successful cooperation. By differentiation, groups that need differing qualities can think that it hard to tackle specific issues; it is much harder to discover creative arrangements when the majority of the colleagues consider issues in the same path, draw on comparable encounters for bolster and arrive at the same conclusions. The benefits of assorted qualities noted, contrast additionally raises the potential for clash inside of groups, which can be destructive if not oversaw appropriately (Caligiuri & Lundby, 2015).

Communication

Compelling collaboration is encouraged by clear and open correspondence. All colleagues ought to be in agreement concerning targets, obligations and courses of events. This attachment is encouraged by successful correspondence.  All colleagues ought to feel good making inquiries with respect to the elucidation of occupations and obligations, and they ought to don't hesitate to make proposals when they feel they can propel the team's destinations. At the point when a test or clash emerges, viable groups will connect with and overcome it with successful correspondence, instead of maintaining a strategic distance from the issues or partaking in tattle (Lyons et al., 2015).

Leadership

Collaboration is bolstered by compelling initiative. All groups advantage from one or a few wellsprings of motivation and course; pioneers can bolster coordinated effort by facilitating the endeavors of colleagues and urging colleagues to talk their psyches amid group gatherings. They can guarantee the groups ventures keep focused by weighing in with distinctive donors and measuring every day/week by week progress against general timetables and goals. Furthermore, they can work to rouse and order colleagues to guarantee that everybody is performing to their most elevated potential (Devece et al., 2015).

Team-Building Exercises

Powerful collaboration is produced through shared encounters and practice. The utilization or evasion of group building exercises can be a vital figure deciding the advancement of powerful groups; in the time of cutting edge innovation and quick paced business situations, some colleagues would never see each other vis-à-vis in the event that they didn't make a point to do as such. Group building activities can be focused to enhance specific parts of group execution, for example, correspondence, critical thinking or innovativeness. Amusements and drills are a compelling approach to unite individuals to construct connections, support confidence and advance shared comprehension of intrigues, identities, qualities and shortcomings (Lyons et al., 2015).

The impact of new technology on Employees’ function in the organization

Choice backing:  A choice emotionally supportive network is an exceedingly adaptable and intelligent IT framework that is intended to bolster choice making when the issue is not organized. A network cooperates with a counterfeit consciousness framework to help the specialist make data through online explanatory procedure to encourage choice trying and investigation (Chen et al., 2015).

Workgroup support: Since data innovation encourages in the making a data sharing environment, laborers can undoubtedly counsel one another crosswise over diverse office with no intrusion. They can utilize messages, content visiting administrations to ask something identified with a given undertaking at work (Yamin & Mavondo, 2015).

Official backing:  An official data framework is an intelligent administration data framework joined with choice emotionally supportive networks and man-made brainpower for helping administrators recognize and address issues and opportunities. It permits directors to view data from diverse points. Yet it likewise furnishes chiefs with the adaptability to effortlessly make more perspectives to better comprehend the issue or opportunity within reach (Chen et al., 2015).

Information Management:  For this situation, workers or administrators can utilize an organization site to get to pertinent organization information by utilization of passwords. This information is not presented to people in general and web indexes (Chen et al., 2015).  

Correspondence: Information innovation accounts in the improvement of correspondence innovation. Administrations like electronic mail make correspondence inside and outside the association simple and first. Presently days email correspondence is a default correspondence innovation utilized by every association. Correspondence is an awesome device in business creates, with cutting edge specialized apparatuses, workers and administrators can undoubtedly settle on useful choices in the association (Chen et al., 2015).

 

References

Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Hurlburt, M. S. (2015). Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation. Implementation Science, 10(1), 11.

Appelbaum, S. H., Karasek, R., Lapointe, F., & Quelch, K. (2015). Employee Empowerment: Factors affecting the consequent success or failure (Part II). Industrial and Commercial Training, 47(1).

Caligiuri, P., & Lundby, K. (2015). Developing Cross-Cultural Competencies Through Global Teams. In Leading Global Teams (pp. 123-139). Springer New York.

Chen, J., Neubaum, D. O., Reilly, R. R., & Lynn, G. S. (2015). The relationship between team autonomy and new product development performance under different levels of technological turbulence. Journal of Operations Management, 33, 83-96.

Devece, C., Peris-Ortiz, M., Merigó, J. M., & Fuster, V. (2015). Linking the Development of Teamwork and Communication Skills in Higher Education. In Sustainable Learning in Higher Education (pp. 63-73). Springer International Publishing.

Dey, M., & Tripathy, P. (2015). QUALITY OF WORK-LIFE-A FULCRUM TO EMPLOYER EMPLOYEE RELATIONSHIP. Abhinav-International Monthly Refereed Journal Of Research In Management & Technology (Online ISSN 2320-0073), 4(1), 13-20.

Guay, R. P., Choi, D., Oh, I. S., Mitchell, M. S., Mount, M., & Shin, K. H. (2015). Why People Harm the Organization and Its Members: Relationships Among Personality, Organizational Commitment, and Workplace Deviance. Human Performance, Forthcoming.

Hahn, M. H., Lee, K. C., & Lee, D. S. (2015). Network structure, organizational learning culture, and employee creativity in system integration companies: The mediating effects of exploitation and exploration. Computers in Human Behavior, 42, 167-175.

Hotho, J. J., Lyles, M. A., & Easterby‐Smith, M. (2015). The mutual impact of global strategy and organizational learning: current themes and future directions. Global Strategy Journal, 5(2), 85-112.

Islam, M. Z., Jasimuddin, S. M., & Hasan, I. (2015). Organizational culture, structure, technology infrastructure and knowledge sharing: empirical evidence from MNCs based in Malaysia. VINE, 45(1).

Koryak, O., Mole, K. F., Lockett, A., Hayton, J. C., Ucbasaran, D., & Hodgkinson, G. P. (2015). Entrepreneurial leadership, capabilities and firm growth. International Small Business Journal, 33(1), 89-105.

Lee, J. M., & Hanna, S. D. (2015). Savings Goals and Saving Behavior from a Perspective of Maslow's Hierarchy of Needs. Journal of Financial Counseling and Planning, 26(2).

Lyons, R., Lazzara, E. H., Benishek, L. E., Zajac, S., Gregory, M., Sonesh, S. C., & Salas, E. (2015). Enhancing the Effectiveness of Team Debriefings in Medical Simulation: More Best Practices. Joint Commission Journal on Quality and Patient Safety, 41(3), 115-125.

Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S., & Alliger, G. M. (2015). Team Role Experience and Orientation A Measure and Tests of Construct Validity. Group & Organization Management, 40(1), 6-34.

Peretz, H., Levi, A., & Fried, Y. (2015). Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation. The International Journal of Human Resource Management, (ahead-of-print), 1-29.

Pundt, L. M., Wöhrmann, A. M., Deller, J., & Shultz, K. S. (2015). Differential predictors of post-retirement life and work satisfaction. Journal of Managerial Psychology, 30(2), 216-231.

Renko, M., El Tarabishy, A., Carsrud, A. L., & Brännback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), 54-74.

Selvarajan, T. T., Slattery, J., & Stringer, D. Y. (2015). Relationship between gender and work related attitudes: a study of temporary agency employees. Journal of Business Research.

Slater, S. (2015). LEADERSHIP STYLE & STRATEGIC MANAGEMENT: AN ANALYSIS OF HIERARCHICAL INFLUENCE. In Marketing Dynamism & Sustainability: Things Change, Things Stay the Same… (pp. 135-135). Springer International Publishing.

Tong, C., Tak, W. I. W., & Wong, A. (2015). The impact of knowledge sharing on the relationship between organizational culture and job satisfaction: the perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies, 5(1), Pages-19.

Yamin, S., & Mavondo, F. T. (2015, January). Organizational Innovation: Relationship with Functional Strategies and Organizational Performance. In Proceedings of the 2000 Academy of Marketing Science (AMS) Annual Conference (pp. 296-301). Springer International Publishing.

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