Main Concepts of Organisational Behaviour - Coursework Example

BA (Hons) of Wales Work London College of Business, Barking Organisational Behaviour Group Assignement Case Study “Developing An Effective Organisational Structure” Introduction An organisational structure is important because it dictates the relationship between employees and their supervisors in organisations. Good relations between employees in the organisations encourages free flow of communications and speed up feedback among employees and their respective departments. Supportive organisation structures promote effective learning and development. Therefore, all managers in organisations should choose structures that enables employees to do their work freely without unnecessary disturbances from their superiors and collegues. Describe the main features of a hierarchical organisation structure. According to Needham (p. 222), hierarchy refers to the structure of organization management where there is direct communication links between superior and subordinates. In this kind if structure each member has a clear understanding of the chain of command and to whom he or she is responsible to. It is from the top of the company, the managing director down to the workforce below. An organization ought to operate within a structure that is appropriate with its purposes for it to fulfill its mission effectively. Large organizations are normally divided into functional areas. In the case of syngenta, its functions includes: research and development, global supply which also include manufacturing, human resources, sales and marketing, finance and information systems. The company’s structure is identical to most companies, it has likelihood of having several layers of authority. The number of levels is determined by structure that the organization has. It can be a flat or hierarchical structure. A hierarchical structure is composed of several levels of management, each having span of control which is narrow. In this kind of structure, instructions are directed from level of management on the top to the workforce below. Feedback comes vice versa from the workers below to the supervisors on the top. In the hierarchical structure there is chain of control, this is the reporting system from those on the top of the hierarchy to those below. In this kind of structure, there is strict supervision. In addition, this kind of structure has clear promotion opportunities. This clarity reduces the levels of stress among the managers and employees. In this kind structure, everyone knows their roles to play. However, hierarchical organisations face communication challenges, hence, lack of effective management delays the passing of information in the chain of command. Another setback here is that employees may lack full empowerment. This does not allow them to b e innovative. Instead; they are required to seek top-level management’s approval for every action. This causes delay and discourages the lower employees, thus their motivation to work is reduced. Two benefits to Syngenta for using a matrix management structure. According to Flannes and Levin (p. 110), matrix management structure involves organizational projects staffed with individuals who are on loan to the project from various functional areas within an organization. In using matrix management structure, syngenta will benefit in some ways: Unlike other types of structures, matrix structures are flatter and even more responsive. This uniqueness results from it permitting more efficient information exchanges. In this structure, there is close cooperation among people from different department. All the employees are eager to share information, hence able to achieve common goals. The outcome is that the entire syngenta organisation becomes a data web. Information is distributed vertically and horizontally. This result from employees exchanging technical skills, marketing information, different product ideas, and crucial financial data that assists in making various important decisions. In addition to speed and it being more flexible, this kind of structure results in a more efficiency. Resources in the company are effectivelly and effcientlly utilized unlike other organic structures. Departments are able to share resources such as office equipments and and other facilities with a lot of ease. A good illustration here is that, if another department requires financial expertise, an individual moves to that department to sort out his or her problems. This is much better as compared to no matrix structure where organization languish on low priority tasks. Secondly is that in matrix kind management, there is improved motivation and skilled managers. Decision making in the organization are more democratic and as a result, participation among employees on company issues is enhanced. In this structure, each employee shares his or her specialized skills with the rest of the organization as they influence directly day-to-day decisions. Hence, they experience high level of motivation and commitment to the department’s goals where they belong. Management that is more skilled causes top decision makers to be involved, hence become aware of day-to-day company operations. This kind of involvement helps syngenta improve its long term planning. 3. The possible disadvantages for Syngenta in adopting a more hierarchical structure for managing its projets. The following disadvantages will affect Syngenta if they adopt a more hierarchical structure to manage its projects. First, it will bring about poor communication across various sections especially horizontal communication. Lack of effective management will slow the passing of information up and down in the chain of command. Secondly, it will affect decision-making process. This occurs where departments make decisions to benefit them rather than focusing on the organization as a whole. Decision making processes is affected most if inter-departmental rivalry exists in the organization. Thirdly, the organization can become bureaucratic, hence respond slowly to customer’s needs and the market requirements in which the organization operates. Fourthly hierarchy can become inflexible and difficult to adjust. This will occur mostly when syngenta organization wants to adapt to changing methods, considering employees do not react positively to change. 4. The extent to which employee empowerment is essential for Syngenta. According to Messmer (280), employee empowerment is enabling employees to have much authority and control whenever possible in their performance of day-to-day tasks. Empowerment initiatives create the need for skills invariably at all levels of the organization. In syngenta, there is a culture of employee empowerment. This is essential as it helps the workforce to have full control of every work they do. This motivates the employees to do their best in their daily duties hence organization will be able to attain its target set. Secondly, the organization can empower its employees through training, and enabling specialisation in various fields. This will enable the employees to be able to demonstrate the skills and competencies, as a result, organization aims and objectives are filffiled. Dr Kathryn Brocklehurst illustrates the importance of equipping employees with the right skills and competencies, using her own case. She explains that her being a scientists and a manager, she requires key skills in various areas that include time management, planning and communication. She explains further that she manages a research team and it is important to meet deadlines in their work, in order to develop products for their customers. Kathryn planning skills are essential to the organization. This helps avoid delays that might cause the organization to lose its business to competitors whom may bring new products first. The organization also faces high investment costs in the research field. Large projects can last for 10 years at a cost of 100 million per project. For efficiency in this product development work, it is essential to have clear leadership. Development of leadership skills take quite some time to develop. Kathryn’s career has enabled her go through different areas in the organization. Through this experience, she has been able to develop understanding of good practice throughout the business. Furthermore, this has enabled her to appreciate the roles of other departments and be able to select appropriate people for her projects. Another syngenta employee is Melanie who also illustrates the importance of empowerment using her own case. For Melanie, she had to gain experience of the wide range of products being developed by the organization. This assisted in marketing organization products in the UK. In addition, Melanie had to develop her skills to help promote organizations products. She explains that she chose the role in syngenta because of variety of products she will be handling. She has to have an organized approach and very diplomatic having good negotiation skills because of her role. She often has to persuade an individual to sign off a marketing text at short notice. The final employee who illustrates his case is Jonathan Richards. He highlights the importance of leadership to the organization. According to Jonathan Richards, syngenta requires its employees to develop leadership skills at every level in the organization. This helps the organization to progress.emloyees have unique set of knowledge and skills and the organization requires team leaders to fully utilise the potential. Moreover, the organization encourages all employees to speak up with new ideas. Through this open approach business are able to generate new opportunities and get everyone views on what the best ideas are in the organization. Through all this syngenta will be a fun and rewarding place for employees to work. It will assist the organization to have breakthroughs and their work become recognized. Conclusion Hierarchical organisation structure spell out roles, responsibilities and authorities of different employees in an organisation. Large organisations are usually divided into functional areas like Finance, research and development, human resources, sales and marketing. Different organisations apply different management structure depending on the nature and size of the organisation. Furthermore, there is no ideal management structure because each structure has its advantages and disadvantages. The Syngenta’s management structure is quite good because it allows its workers to learn and do their work with less disruptions. Sources Messmer, max, Human Resources Kit For Dummies.2nd ed. New Jersey, USA : For Dummies, 2006. Flannes, Steven, and Levin Ginger. Essential People Skills for Project Managers. Buchanan, NY : Management Concepts, 2005. Needham, David. Business for Higher Awards .2nd ed. Chicago, usa : Heinemann, 1999. Read More