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Unit 3:organisations and behaviour - Essay Example

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Most organizations have recognised the significance of employees for their survival in the ever-competitive market. Employees play a critical role in making sure that the…
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Unit 3:organisations and behaviour
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Download file to see previous pages Employees are able to be innovative and advance their talents when discharging their role. Specialization of roles is also another area through which employees can develop their talents and advance their expertise. Organizations have also created mechanisms that give solutions to employees concerns. For instance, employees have to follow some laid down communication channel to make their concerns across to the relevant persons. In addition to this, most organizations have created a culture of involving employees in the decision-making process especially budget formulation. Touches
Pride et al., (2012) argues that an organization poses four major structures, with the oldest and simple form being the line structure. Line structure has a simple chain command in which the command moves in a straight line from one individual to another over the management levels. The second most important organizational structure is the line-and-staff structure (Pride et al., 2012). This structure is no different from the line structure, the most significant different is the addition of specialists who are called staff managers to the command chain. The staff managers assist the line managers in decision-making. Another important thing to note is that, the line structure is most effective in small organizations unlike the line-and-staff structure that works best in medium and large sized organizations. In addition, matrix structure forms the third kind of structure organizations exhibit. Pride et al., (2012) denote in their book that the matrix structure is a product of functional departmentalization. Here, employees on cross-functional teams reports to both the product manager and the line supervisor. Organizations with one structure have their primary functions performed internally with the administration while other external functions outsourced from other firms.
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