Understanding and Managing Organization - Literature review Example

Question two Flatter Organizational Structure

Flatter organizational structure, generally implies the use of relatively very few layers as compared to other forms of organizational structures (Mullins 2002, pg. 169). The structure presents a structure majorly based on one layer of management, that is, the chain of command. To achieve the general functions of an organizational framework, the chain of command in the flatter structure tends to be short while the span of control appears to be relatively wide. (Mullins, 2002, p. 171). In relationship to the number of employees and the number of managers they work under, this organizational structure has very few management layers. This later explains the notion that, this form of structure is usually common in many small companies all over the business globe (Mullins 2002, p. 169).

Generally, business organizations possess a wide array of organizational structures. Every one of the organizational companies globally employs a preferred organizational structure. There are a number of different organizational structures each with their benefits and drawbacks. (Mullins 2002, p. 172). To define or determine the most appropriate structure to employ in building an organization, there is need to consider the size of the business in question and the type of the business as well. (Mullins 2002, p. 173) Flatter organizational structures are most preferred in the small business sector that offers a small number of the job role.

Advantages

Characteristically, flatter organizations are in a position to foster more effective communication protocols, as compared to other structures of organizations. The effectiveness in communication is because they have a very short chain of command and a wide span of managerial control, thus a direct staff input. This latter creates an environment with very little power struggles and disagreements and instead, leads to more support for decisions made by the chain of command.

Unlike other organizational structures, in the flatter organizations, the closer relationship with the managers boosts the employee morale. The high achievers get easy notice and rewards from their managers. Accordingly, bother employees get motivated by this fact. In accordance with the structure of this kind of an organization, fewer tiers ensure that it is very little or no bureaucracy at all. This fosters, faster decision making within an organization.

Flatter organizational structures often involve otherwise, very competent staff. A working environment characterized by skilled and fully engaged workers promotes very low turnovers and a happy working environment. A flatter organizational structure depicts decreased employee expense and a major increase in profits. In an attempt to ensure high performance, profitability, and production, a flatter organizational structure would be preferable to business organizations (Nieuwenhuizen, Rossouw & Badenhorst 2008, p. 121).

Disadvantages

Due to the structural characteristics of a flatter organizational structure, it is considerably easy for the management to lose control over the organization. As earlier observed, the flatter organization structure is most preferred in startup businesses or in small business entities. Consequentially, in cases where an expansion in the business would lead to the lack of proportionality of the manager-employee ratio, the management risks losing control over the employees. This is because only a handful of managers assume the control of all the employees (Nieuwenhuizen, Rossouw & Badenhorst 2008, p. 123).

In cases where several employees work under one manager, the process of ensuring that good personal relationships exist between managers and employees becomes a challenge. This leads to work relationship struggles within the organization. Consequently, this can interfere with the respect and morale attributable organization regarding the levels of authority in the managerial unit. The flatter organizational structure creates a working environment vulnerable to possible power struggles and role confusions in the management authority. This is due to lack of a specific boss for the employees to whom the employees can report (Nieuwenhuizen, Rossouw & Badenhorst 2008, p. 131).

In a healthy business environment, the significant consideration employee promotion is often one of the major reasons the basis for employee motivation. Regrettably, the flatter organizational structure has very little or no space for promotions. Without this form of reward, it is very challenging to motivate the employees to work hard. Arguably, employees who work hard in a bid to improve their ranks and salaries find it difficult to experience job satisfaction in this kind of an organizational structure. This latter makes it very impossible for companies using flatter organizational structure to retain employees. (Nieuwenhuizen, Rossouw & Badenhorst 2008, p. 135).This structure, therefore, provides very little room for change and venture into new business opportunities. Therefore, the flatter organizational structure may hinder the long-term growth of the organization.

Conclusively, like other organizational structures, the flatter organizational structure also has its fair share of advantages and disadvantages. The key factors that determine the preferability of this structure depends on the size and the type of business in question, moreover, in cases where businesses grow in size after a given period there is a possibility for the Flatter organizational structures to morph into taller organizational structures (Nieuwenhuizen, Rossouw & Badenhorst 2008, p. 137).

Question Three: Organization Culture

Culture defines the collection of norms that has an element of abstraction, which dictates the interpersonal interactions in the society. (Edgar, 2010, p. 9). It constitutes one of the abstract assets of an organization and forms the constructional platform for the organization’s success. Fundamentally, it originates from established knowledge areas that offer value systems in the organization or theoretical concept having survived practicability in the organization. Culture forms the focal point of organizational function and helps it to attain its objectives (Edgar, 2010, p. 14).

Organizational culture depicts a guiding principle used to engage the organization employees’ mindset; this orients them to comply with the organizational operation framework. The scoop of the system is to encourage employee to embrace the organizational values. The control within an organization can be external or internal, the external control emanates from legislation. Another method of grouping is the formal and informal classification criterion.

The formal classification protocol illustrates the measure-centered control while the informal criterion describes aspects of the value system in control (Scrivens, 2004, p. 23). A managerial form of control includes the issuance of directives to junior workers, and improving the welfare of the staff or to undertaking promotion of better performing employees. Control of behavior in an organization is achievable through a successful and viable influence from the authority on the employees; this includes motivation. The result of these efforts would be the facilitation of a constructive outcome in line with the organization’s mission. An organization that esteems the culture of integrity among its staff is likely to design structures to enforce and monitor its employees against disparate forms of violations. Some of the structures incorporate transparency in conducting business processes, for example, better procurement procedures (Scrivens, 2004, p. 22). The monitoring aspect would include creation of an efficient check mechanism that incorporates evaluation of the staff performance based on the stipulated parameters.

The relevant demands are evident in the performance index and the comprehensive outcome measurement system. Government organizations impose sanctions on individual staff members that act contrary to the organizational culture. The employees have no option but to embrace discipline and adhere to the organizational protocols, which translates to achievement of desirable organizational quality assurance (Scrivens, 2004, p.22). In a participative form of organization, the aspect of human nature is central in the context of the right attitude as the primary determinant of behavior. The manager exercises little control over the employees. The organization’s employees are encouraged to maintain professionalism in performance of their tasks and to exercise proper personal judgement and creativity. The entity focuses on the premise that organizational success is not only financial but also relational. Moreover, the approach reduces the prevalence of negligence, demotivation, and inadequate performance. (Burke & Cooper, 2008, p. 49). The achievement of organizational missions is dependent on the incorporation of the comprehensive cultural setting.

The functions of management include commanding, coordinating and controlling. Staff motivation requires the initial enactment of proper human resource protocols in the organization with the understanding that the staff are liable for the implementation of the organizational norms and objectives. The development of autonomy within the organization constitutes the first step gauged towards the realization of substantial staff motivation. Consequently, the workers are likely to associate themselves with the ownership of the organization and work diligently towards its success. It encourages the employees to unleash their creativity and rational judgement in performing the required tasks; these result in better productivity.

An efficient motivation system would demand the establishment of appraisal and feedback structures, involvement in the creation of feasible objectives and problem solving strategies. Employees with a sense of appreciation from the management through supportive structures in their roles and clarity in job functions are highly motivated. The recruitment of organizational staff should reflect the demographic outlook of the society to avoid negative perception from the consumers. Organization culture establishes the environment necessary for the performance of the designated tasks by the employees. The organizations decision-making protocols, beliefs and value systems determine the quality of performance by the staff.

Organizational culture and performance tend to define the cause and effect phenomenon, alluding to the fact that a well-grounded culture should give reliable and measurable outcome (Keyton, 2011, p. 98). The employees ought to be capable of understanding the objectives and enacting the same in the course of duty. The staff members should be conversant with the organizational culture that accounts for the framework of engagement with its customers. It would help the staff performance to be in line with the customer’s satisfaction. An organizational culture that values and accommodates change, especially in a dynamic and competitive environment encourages innovation; this will translate into improved productivity (Walker, 2011, p. 182). Innovation demands the creation of staff training and skill improvement system, which bestow competitive edge to the organization in its area of specialty.

A culture that facilitates and incubates the creation of role models within an organization is undoubtedly instrumental in motivating the workforce. The new staff recruits will have mentors that guide them as they perform their assigned tasks. The culture of excellence forms the organization lifeblood and secures the future growth prospects (Thomas, 2005, p.224). Social responsibility encourages the organization’s employees to participate proactively in corporate citizenship. The practice will enhance the image of the organization with the potential onset of better returns in revenues (Gonzalez & Leonard, 2013 p.142). Efficient organizational human resource systems are imperative enlisting a cultural regime that embraces continuous employee training to encourage innovation and competence.

In addition, owing to the interrelationship between job satisfaction and employee remuneration, the management should formulate a frequent and cost effective staff appraisal scheme. The input generated by customers should have realistic and rewarding remuneration systems. For instance, high performers deserve bonuses. A strong culture in a rapidly changing and volatile business environment would subject the organization to liability. It would demand the organization to adopt a mechanism that guides adjustments to change. This would re –energize the organization, and create avenues for innovation. Methodical enforcement of organizational culture within the managerial structures would help create collective responsibility thereby yielding efficiency in operations. The type of organization culture suitable in particular operations determines the staff attitude. A comprehensive role culture and task cultures arguably eliminate instances of employee insubordination. Employees will have a sense of relief and morale as they perform the task with vigor. In conclusion the infusion of strong culture in the organization unleashes invaluable asset in the organization’s functional units.

Question Five: Effectiveness of Group work

The understanding of the model of teamwork within any given working environment enhances the effectiveness of the performance of the group members (Obagun, 2009, p. 2).

In the recent years, teamwork depicts an essential method of tackling organizational tasks. Through teamwork, the organization is able to delegate responsibilities to work groups that can work effectively towards the achievement of the projected objectives. The teams are often effective in accomplishing relevant tasks. Team members usually portray unique specialties in the field of interest (De Dreu & Weingart 2003, p. 742). Scholars develop disparate explanations to explain the effectiveness of organizational teams in enhancing performance.

The effort and motivation of individual team members is a particular area of interest as groups and teams present members with challenging situations that require the members to work hard. Job satisfaction is another aspect accounted for by teamwork. Organizations that engage employees in more group work depict significant employee satisfaction and foster the motivation of the workforce (Delarue et al., 2008, p. 129). These behavioral trends facilitate the adoption of competencies that enhance the level of organizational performance. Teamwork also presents participatory decision-making; this enhances responsibility, effectiveness, and efficiency within the workforce. Finally, groups and teams provide an environment that naturally enhances the performance of organizations. The elaboration below portrays how Belbin’s Team Roles is an effective performance enhancer (Manzoor et al., 2011, p. 114).

An implementer within a team is the practical organizer of the team’s plans and ideas; the individual facilitates the enactment of these tasks. An investigator is usually extroverted, enthusiastic, open-minded and always in pursuit of new ideas. Groups usually come up with innovations that improve organizational processes significantly. Monitors analyze situations that teams undergo and ensure everything is in accordance with the set standards. Shapers, on the other hand, monitor the emergence of challenges and ensure operations run smoothly. Complete fishers pay significant attention to details and checking situations to ensure professionalism. Coordinators assist members of the teams in summarizing the tasks of all the members. A team worker ensures that the working environment is convenient for every team member (Obagun 2009, p. 4). Specialists, on the other hand, offer consultancy services as they have comprehensive knowledge of the pertinent organizational processes.

All of the roles that group members play in groups promote hard work amongst other participants. Group practices enhance employee discretion making employees work harder voluntarily to achieve desirable levels of job satisfaction and increased motivation. Group work and teams create an environment in which team members have the urge to work hard towards the achievement of a common goal (Delarue et al., 2008, p. 135). Teams could likewise impose norms that confine work to particular quality expectations that in turn have performance implications (Kazlowwski & Bell 2001, p. 8). With the presence of such people in groups, members are prompted to work smartly; this enhances their efficiency and competency. The presence of functional specialists facilitates the elimination of problems related to operating system failures. Teams are able to solve problems without involving the senior managerial units; they pocess appropriate skills for self-management. Teams and groups rationalize the production processes within institutions (Tohidi 2011, p. 1137). Through the changes in the organizational process that portray presented group representation, related operations fall into the same category. The grouping together of services allows for efficient process flow within the group.

Teams or groups of people working together towards common goals have effective working relationships that in turn lead to improved group or organizational performances. Individuals who work in groups explore themselves as well as the tasks, achieve their set objectives, conquer the overall goals, and the pertinent mission (Tohidi 2011, p. 1139). Conclusively, the shift that is evident in the organizational structures depicts teamwork as being effective in enhancing working relationships and performances.