Structuring of Organization and Recruitment Patterns and Process - Essay Example

Name of student Professor’s name Course name 06th October 2013 Structuring of Organization and recruitment patterns and process Oldham and Hackman state that the results that a certain organization posts at the end of its financial year are usually a correlation of the organization structure that this organization has within its systems (68). By definition, organizational structuring is the composition of a particular company starting from the helm of the company way down to the very bottom of the structure. Different companies have different organizational structures and this is dependent completely on the particular service or product that the company offers (Huang et al, 1105). For instance, a company that is small without any international branches has a very different composition in its structure from a multinational corporation. The same applies to the process of recruitment that these two companies use. This paper will look into the organization structure of a multinational company especially in the Asian segment of the company and outline how this structure operates. But before that discussion, the factors that managers need to consider when designing an organization structure are outlined below. Designing an organizational structure A company’s management does not just spring out from the ground. It takes careful planning from the stakeholders of the company to decide which positions to create and the roles to assign to these positions. For this reason, the stakeholders must also take into consideration the needs of the business so that they do not create positions that would be idle or unnecessary (Hinings et al 889; Csaszar 611). There are basically three basic factors that these stakeholders look at when designing an organization structure or even when conducting a recruitment exercise. These factors have been discussed in length in the preceding paragraphs. The first factor is the ‘Why’ factor. The stakeholders of the company need to identify the need for organizational structuring or even restructuring. There are ranges of diverse reasons as to why stakeholders create a company structure. One of the most common reasons is when the company is being started. At the time of starting the company, positions are created and roles associated with these positions also developed. From there, then the right persons to fill these roles are recruited. Another reason as to why companies structure their organizations could be because the company is expanding and needs more personnel or when moving into a new line of production. The ‘What’ factor forms the second reason for creation of organization structures. The stakeholders of the company need to know exactly what they want to achieve from this restructuring. Perhaps it would be the goal of the company to restructure so that it can achieve better growth rates and figures, to meet a requirement on the composition in terms of gender among other reasons. It’s is to be agreed here that different companies are faced with different issues and answering the ‘What’ question should be designed to align with these issues. The last factor to consider here is the factor of ‘How’. Once the company has understood what needs to be fulfilled and why they need to do it, they need to know how they should go about making this happen. How they create this structure is also an important factor. The process of creation of the organizational structure matters. Here, factors to consider would be issues like whether they source internally or externally and whether to employ professionals to do the job for them or not. The following portion of the paper will look at a practical example by taking an illumination into a company, Shell upstream international limited. Shell upstream international limited Shell upstream international limited is a multinational company with branches in many nations across the globe. The general company is composed of a very huge organizational structure. At the helm of the company sits Peter Voser and the other personnel report to him depending on their scale. Peter Voser announced the EC1- the new Shell up stream’s organizational structure running across the whole stream of the company. the structure of shell upstream international as a multinational company is based on the various segments that comprise this company. These include Exploration, Commercial and New business, European section, Sub-Saharan section, Middle East North Africa, Qatar, Russia, Asia, Australia, Safety, Environment, Research and Design. Each of these segments and sub-branches of the Shell company are run by a manager. The managers report directly to Peter Voser. The structure of this company is divisional in nature. Each segment of this company has been divided into various sections and each sections assigned to a particular person. Divisional structure allows for the direct and chronological interaction of the various players in the field. Each person knows who to report to and what responsibilities lie in their dockets. The above diagram shows the structural composition of the Shell upstream company in Asia. The total number of positions are as follows; one position for the EVP- Asia, three personnel for SOH in India, East Asia and New Zealand, four for the Operations managers, fourteen for Supervisors and 625 and 365 in India, East Asia and New Zealand respectively. The total number of staff under Asian wing are 1012 in total. The span of control is a little loose. Each position reports to a higher authority in the order of hierarchy and the structure is largely divisional. HR & Strategy & Internal Communications Assuming that am the head of strategy in this company, I would outline the roles of this department out clearly. The department would be responsible for planning, recruitment, training, disciplining as well as laying off of workers. There are three positions that I would create as follows; the director of strategy and internal communication. The director would be in charge of all the operation of this department. He or she would be responsible for ensuring that the objectives of the department have been met solidly. Another role would be the role of auditor- HR. the person occupying this position should be able to ensure that all the policies and procedures of this department are met by each and every employee. He or she should also be able to point out areas where the department is failing to achieve its objectives. The last role would be that of data clerks. The HR department is a department that gets a lot of data and as such, there should be people who are capable of managing this data effectively. Conclusion A number of issues have come out from the discussion above. One of them is that organizational structuring is a factor that is designed to propel the organizations to the achievement of their objectives. Three ways of doing that in form of ‘what, why and how’ have been discussed. The application of the same has been shown through a discussion into the structure of the Shell upstream international company. Emphasis has been laid on the Asia wing of this company and a diagram detailing the employee composition of the Shell upstream in Asia issued. The paper makes a conclusion by stating that it has been proven here that organizational structure does indeed have an impact in the determination of whether companies will achieve their objectives or not. Read More