Organizational Structure and Culture - Assignment Example

Organizational structure and culture Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction Organizational structure is the way the organization is organized in terms of departments and other functional sections. Culture on the other hand is the way things are done in the organization and which influences the behavior of the employees. Organizational structure helps to determine how various functions are done in the organization (Brooks 2008). For instance, communication strategy can be determined by the structure of the organization and the culture as well. In this regard therefore, this report will discuss the various concepts of organizational structures and culture and how they interrelate. Task 1 1.1 Compare and contrast organizational structures and culture The first structure of organizations is functional structure. This is the structure whereby the organization puts all the employees with similar occupations to the same level. For instance, all the vice presidents of the organization are put in the same level of management. There is also divisional structure where the people with diverse occupations are put in the same division (Brooks 2008). For instance, customers, suppliers and management of the organization are put in a single group depending on their geographical location. Finally, there is the matrix organizational structure. This is the structure of an organization which combines both the characteristics of divisional structure and functional structure. The functional structure is horizontal because the people of the same occupation are put in the same level while divisional structure comprises of people with different occupations who are then grouped in the same group. Matrix organizational structure comprises both horizontal and vertical structures and comprises all the types of people with different occupations (Brooks 2008). The similarity of the organizational structures is that they both comprise management experts and they both comprise various departments. Some of the cultures which are prominent in organizations include customer oriented and employee oriented culture. 1.2 Impact of relationship between the organizational structure and culture The management structure of the organization helps to determine the behavior of the employees and ethics of work culture. If the structure of the organization is hierarchal, decision making will be based on the top. This will lower the motivation of the employees because they are not involved in decision making hence will lower the performance of the organization (Mullins 2008). If the structure is decentralized, power will be shared and this will improve the commitment of the employees and everyone will be held accountable hence improving the performance of the organization. In addition, the allocation of power determines the behavior and attitude of the employees. These behaviors indicate the relationship between the organizational culture and the organizational culture. This helps to identify how the responsibilities are allocated and if there is an effective allocation of roles will motivate the employees hence will improve the performance of the organization (Mullins 2008). If there is an ineffective allocation of roles the employees will not be motivated hence will lower their productivity. 1.3 Factors that influence the behavior of an individual at work The first one is the demographic factors. These include the education level, nationality and the sex of the employee. The nationality of an individual will determine the culture of the individual and how he behaves (Mullins 2008). Better qualifications will enable an employee to behave in a positive way since he can perform his tasks better. Perception of the employees will also influence the behavior of an individual. The way an individual interprets the environmental stimuli will influence how an individual can react to the stimuli. When an individual perceives something in the organization in a positive way, he will behave in a positive way unlike when he perceives the environmental stimuli in a negative way (Mullins 2008). Personality also influences the behavior of an individual. If an individual has confidence when performing his or her tasks, he or she will be able to address issues effectively. For instance the employee will be able to face the management and discuss the issues instead of spreading the rumors. Task 2 2.1 Effectiveness of different styles of leadership The first leadership style is the autocratic style of leadership. This is the leadership style where the management makes independent decisions without involving the employees. The decision made by the management should be implemented by the employees however they do not contribute to decision making and the decisions made by the management are final (Bloisi et al 2006). This style of leadership is effective where the employees are not motivated and the culture of the organization is that the employees can work better when they are closely monitored. There is also the participative leadership style. This is where the management of an organization consults the stakeholders before making a decision. The opinions of the employees for instance are taken into consideration and evaluated before the best decisions are incorporated into the decisions of the management (Bloisi et al 2006). This style of leadership is most effective where the employees are motivated to be innovative and also when they are competent enough to provide viable ideas. Finally, there is laissez-faire style of leadership. This is where the management empowers the employees to make some minor decisions on behalf of the organization but which will improve the performance of the organization (Bloisi et al 2006). This leadership style if most effective where the employees are motivated and experienced to make good decisions. 2.2 How organizational theory underpins the practice of management Organizational theory underpins the practice of management because individual strives to achieve the theory of the organization. The employees will strive to be better and achieve better results and this implies that they will have to sacrifice their personal time to improve their productivity (Bloisi et al 2006). This hinders individual from exercising their skills in the management sector and this implies that the individual will not apply the management skills to improve the performance of the organization. In addition, the individual will be so much clued into the organizational theory and they will ignore other areas of conducting business. This implies that some business will be neglected. In this regard, some important businesses in the organization will be ignored, thus the sector could be underdeveloped. Moreover, management theory may hinder personal values of the individual (Bloisi et al 2006). For instance, in implementing the change in an organization, the organizational theory may hinder personal values from being implemented since the employees will stick to the organizational theory. 2.3 Approaches to management The first approach to management is the classical approach. This approach puts more emphasis on efficiency in organization to improve the performance of the organization (Bloisi et al 2006). It explains that interrelationships and experience of the employees will contribute to management of the organization. The approach further explains that the scientific approach to management, bureaucratic approach and administrative approach are the three principles which are applied in managing an organization. There is also neo-classical approach to management which puts more emphasis on human relations. The social aspects and group relationships helps to improve the performance of an organization through effective management. The approach emphasizes on behavioral science approach and the contingency approach to guide the management of the organization when making strategic decisions (Huczynski & Buchanan 2000). Finally, there is modern management thought. This approach combines all the aspects of both classical and neo-classical approaches. This approach emphasizes on natural sciences which emerge from system analysis. Evolution and development are the key concepts of this approach and that all the management decisions which are made by management are based on development concepts. Task 3 3.1 Impact of different styles of leadership on motivation In the first place, autocratic style of leadership does not motivate the employees in any way. This is because the employees are not involved in making decisions on behalf of the organization. The decisions are made by the management and imposed on the employees to implement the decisions (Huczynski & Buchanan 2000). In this effect, the employees are not motivated and can resist some ideas if they don’t benefit them. In addition, participative style of leadership will motivate the employees because they are involved in making decisions for the organization. This will help to make decisions which will influence the employees positively. In this effect, the employees will feel part of the management and as a result, they will be motivated to implement change in the organization (Huczynski & Buchanan 2000). Moreover, laissez-faire style of leadership also helps to improve the motivation of the employees. This is because the employees will be empowered to make decisions on behalf of the management. In this regard, the employees will be motivated to implement the decisions since they are the ones who designed them. 3.2 Application of different motivational theories Motivation is doing anything that will help to improve satisfaction of the employees which can lead to improved employee morale. The first motivation theory is incentive theory of motivation. This is whereby the management of an organization provides some incentives which can be financial or non financial to improve the morale of the employees (Maccoby 1998). There is also drive theory of motivation. This theory explains that [employees are motivated by the pressure to achieve the needs which have not been met. This is because the employees can work hard to reduce the internal tension which is as a result of the needs which have not been met(Maccoby 1998). In addition, there is humanistic theory of motivation. This is the motivation which is achieved as a result of the employees their needs. There are various levels of human needs [according to Maslow. An individual will be motivated after achieving the biological before being motivated by safety needs. Finally, instinct theory of motivation explains that employees are motivated because there are programs which help to motivate them (Maccoby 1998). The factors which help to influence the instinct theory of motivation include love, anger and fear. These factors can lead to motivation of employees for instance showing the employees love. 3.3 Usefulness of the theory of motivation Motivation theory helps to improve the performance of the employees. This is because the employees will be satisfied with the management of the organization since it considers their welfare (Maccoby 1998). This will help to improve the morale of the employees which leads to improved organizational performance. Theory of motivation also helps the managers of the organization to attract and retain competent human skills. This is because the employees could like to work where they are motivated and their welfare is taken into consideration. The implication is that the managers will select competent human skills which will help to improve the competitive advantage of the organization (Maccoby 1998). On the other hand, motivation theory also helps to improve the reputation of an organization. The motivated employees spread the good name of the organization globally and this will help to attract and retain many customers hence improving the organizational productivity. Task 4 4.1 Nature of groups and group behaviors within organizations A group is an association of two or more people who aim to achieve a certain aim. Groups can be formal or informal. The formal groups are the groups which are officially formed by the management to solve an issue. For instance there are task force groups (Robbins 2003). N the other hand, there are informal groups. These are groups which are not formally formed but they are formed in the organization by the employees. There are also committees in the organization. These are groups which are formed by the management of the organization to oversee the ongoing functions of the organization. The membership to teams is basically based on the position held by each member (Robbins 2003). There are also teams which are formed to solve problems in the organization. These teams are basically formed so that they can solve an issue which is currently facing the organization after which they are solved. On the other hand, the group behaves in a positive way despite the challenges affecting the team. In addition, the group behaves in a motivated way so that they can be committed to work hard to achieve their goals and objectives (Robbins 2003). Finally, the team members should observe the organizational culture as a way of reinforcing the organizational culture. 4.2 Factors that promote or hinder effectiveness of teamwork The first factor that promotes effectiveness in teams is the communication strategy. When there is good communication among the team members, they will be able to relate well and share information appropriately which will lead to better achievement of results (Robbins 2003). The skills of the team members also influence the effectiveness of the teams in the organization. The team will be performing its functions effectively if the team members are qualified. For instance there has to be an accountant who will manage the financial resources of the team. Effective leadership also promotes effectiveness in the team. The leadership of the team should be able to motivate the team members and also guide them in achieving the desired goals of the team (Robbins 2003). Poor leadership will lower the morale of the employees hence it will not achieve its goals and objectives. Good leadership will ensure that the team members are committed to performing their functions. 4.3 Impact of technology on team functioning in an organization In the first place, technology leads to mobile workforce. This is because the team members can work while they are away from office. The team members can interact through internet and conducting a meeting without meeting. For instance, the team members can conduct video conferencing hence they can work even if they are not together physically (Robbins 2003). Through the application of information technology, virtual teams can be formed in the same group. This is because the team members can interact with other experienced individuals without meeting them (Robbins 2003). This helps to bring new ideas to the team which can enable it achieve its objectives effectively. Finally, technology helps to improve communication among the team members. This is because the secretary of the team will send emails to all team members concerning the discussions of last meeting or the agendas for the next meeting (Robbins 2003). This helps to improve the performance of the team since there will be effective flow of information. Conclusion Organizational structure is an important aspect to understand as it helps to incorporate various ideas with organizational culture. There are various leadership styles which can be implemented in an organization and they include autocratic, participative and laissez-faire. Participative and laissez-faire leadership styles help to motivate the employees. Instinct motivation theory, humanistic and incentive theory of motivation help to improve the motivation of employees. Through motivation, the organization will improve its competitive advantage and also improving the reputation of the organization. References Bloisi, W. Cook, C & Hunsaker, P 2006, Management and Organizational Behavior, McGraw-Hill Education. Brooks, I 2008, Organizational Behavior, Individuals, Groups and Organizations, Financial times/Prentice Hall. Huczynski, A & Buchanan, D 2000, Organizational Behavior: An introduction text, Prentice Hall. Mullins, J. L 2008, Essntials of Organizational Behavior, Financial times/Prentice Hall. Maccoby, M 1998, Why Work: Motivating and Leading the New Generation, Simon and Schuster, New York. Robbins, S 2003, Essential of Organisational Behavior, 4th edition, Prentice Hall, International. Read More