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Many companies have adapted a bureaucratic form of management whereby there are exaggerated numbers of management levels. Such forms of management are regarded as too bossy. A flat organizational structure in my organization therefore has fewer managers hence decisions are made in a promptly (Huffmire, 2006). In addition, employees are able to make autonomous pronouncement. According to DuBrin (2011), "A flat organizational structure acts less bureaucratically for two reasons. First, fewer available managers review the decisions of other workers. Second, a shorter chain of command means that managers and workers at lower levels can make decisions more independently" (p. 274).
Decision making within my organization is decentralized as in any other institution with a flat organizational structure. Subsequently, decision making at the departmental level is also decentralized. A good example is at the Human Resource department. This means that employees at this department are able to make their own work related decisions without necessarily seeking authorization from the human resource manager as long as the decision lies within organizational objectives and plans of action. There are very few individuals with decision-making or administrative roles at the top level of hierarchy in a flat structure, and this helps improve efficiency in the decision making process as the employees do not have to seek authorization to make minor pronouncements from the top level managers. Due to the chain of command in a centralized system of leadership, making resolution may take a long time to accomplish (Huffmire, 2006).
According to DuBrin (2011), a formal type of leadership is characterized by a centralized form of management. In other words, the manager or the individual with all the powers in decision making in an organization is at the top level in the hierarchy. In an informal leadership, on the other hand, the decision maker
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According to the report examination of studies including leadership within organizational contexts mainly from the strategic management literature is incomplete as they ignore the cognitive. Examination of leadership occurring at the upper organization levels is the prime focus while building models in the strategic management literature.
The matrix structure attempts to maximize its gains from imitating and it is well suited for larger multinational corporations such as Wal-Mart Stores, Inc. Its product divisional specialization is a result of its international expansion while its functional structure allows for the reduction of costs, that is, as a way to maintain its “cost leadership in each of its three segments” (Hitt et al., 2009, p.317).
Positive and stable organizational behavior forms the bedrock of any organization and even minimal deficiency in this behavior can lead to big catastrophic results. Organizational behavior is about the cultural diversity, managers’ philosophical thought, and new creative ideas by the employees.
Colin Powell, 1996 Introduction: The concept of leadership has been discussed, debated and explored by various scholars, authors and theorists alike, for several decades, and over a period of time, several new definitions of the concept have been added, based on the findings, observations and experiences in the real world.
It is principally concerned with comprehending, envisaging as well as influencing the behavior of the individual in the context of an organizational setting. The main features of organizational behavior are that it offers valuable insights into the growth and the development of the workforce towards effective performance.
The structural features of any organization tend to be formal in their scope, tend to be inflexible, tend to center around contingencies and are conceptualized and retained through documentation, and to tend to have formally or informally, well defined rewards, punishments and rights that determine the individual or group behavior in that organization (Cunneen, 2008).
It is committed in providing quality products to its existing and new customer. Employees are crucial resource in acquiring competitive advantage (Van, 2003). It is the company culture to nature leaders from the existing workforce. Considering the competitive advantage and organizational culture factors, the corporation organizational structure requires to be restructured.
The structure also clarifies the relations of power and responsibilities that illustrate control and coordination within levels of management (Business Dictionary, 2013). Experts contented that structure is reliant on organizational objectives and strategies.
Scott defines organizational structure as “the set of features that arises as a result of the efforts within the organization to differentiate the labor; and coordinate and control the work” (as cited in Johnson, 1995, p.11). Evidently, organizational structure can greatly influence the way an organization operates and its market success.