Comparison of Different Organisational Structures and Culture - Paper Example

One of the underlying similarity amongst these different organisational structures is that they provide primary outlines that facilitate smooth and functional operations. For instance, functional structure is encompassed by staff members, who perform similar tasks thus possessing similar skills, which make them belong to a specified functional unit. Possession of these skills and attributes make individuals under the same category to learn and communicate with each other with ease (Baligh, 2005). The division structure ensures an organisation is focused on the coordination of various groups within the enterprise through working relationships, which are essential when it comes to achieving specific organisational and customer needs. On the other hand, matrix structures incorporate different elements of divisional and functional organisational structures.

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One significant difference in organisational structures is through departmentalization. For instance, for functional structures, departmentalization is based on shared skills and types of tasks. As for a divisional structure, departmentalization is based on the common products and other elements such as program and geographical location of an organisation (Baligh, 2005). Unlike other organisational structures, matrix is considered to be a complex amalgamation of functional and divisional organisational frameworks.

Analysis of the Relationship between an Organisational Structure and Culture and the Effects on Business Performance

Organizational culture cannot exist without structure. The culture of an organisation should mature and spread out with the aid of the support beams provided by the adopted organisational structure. External events and/or practices are some of the significant factors shaping organisational culture. The culture of an organisation is developed by the companys top management and should be followed by staff members, within a specified goals. Leadership of an organisation has the power of setting behaviors and practices, which can be used as key parameters to measure the companys success or failures (Kotter, 2008). Leadership, whose framework is given by the organisational structure, thus affect the culture developed and implemented by an organisation.

Hierarchical organisational culture promotes higher levels of controls as well as a clearly-structured sets of procedures that define the roles and responsibilities of each employee. Possessing shared interests, skills and abilities facilitate group work, which is essential in business. Division organisation structure provides for a division and specialization of labor, which in turn should lead to greater output. The impact of the matrix structure on the performance of a business is felt when the management opts to shift staff from one functional unit to work in a given team as part of a divisional project.

Factors which Influence Individual Behavior at Work

Functional or mechanistic elements give a description regarding the expectations of the functional organisational structure. Top-down power hierarchy is a standard feature, which ensures decision-making authority lies with higher level management. Employees are therefore supposed to comply with the organisations rules and regulations, which will ultimately shape their behaviors (Johnson, 2015).

In a divisional structure, employees are categorized by the product lines and the locations of an organisation due to disparate nature of the clients. This leads to the decentralization of authority and responsibilities to sub-units (divisions). Managers are therefore compelled to behave like leaders of different departments under the divisional structure (Johnson, 2015).

The matrix structure is essential for an elimination of the unavoidable redundancy created by a divisional structure. The shifting of the staff members from one functional unit to work in a particular team as part of the divisional project will influence how individuals behave. For instance, the merging of divisional and functional organisational structures under matrix can make managers territorial. This will affect the morale of the employees who might end up caught between two superiors, which is an undesirable and divisive outcome.

Different Leadership Styles and the Effectiveness of These Leadership Approaches

Autocratic leadership is where decision-making and problem-solving tasks are solely done by a leader. This leads to a one-way communication as well as suppression and overlooking of individual initiatives. It is only suitable when structuring and implementing goals, which do not target the subordinates, thus being the less effective (Benincasa, 2012). When it comes to a laissez-faire type of leadership, a leader allows subordinates to be free in making decisions. It follows that laissez-fare can be efficient in empowering and motivating the staff. For instance, the departmental heads will be excited once they realize the top management trusts them to make critical decisions for an organisation. As for the democratic leadership style, a leader is responsible for ensuring everyone takes part in a decision-making process.

How Organisational Theory Underpins Principles and Practices of Organizing and Management

Organisational theory plays a significant role in analyzing the actual organisational structure as well as offering options on how higher levels of efficiency can be achieved. The functions of management include controlling, planning, organizing, staffing, and directing. A manager is therefore expected to incorporate the principles of the organisational theory to ensure an organisation achieves optimum efficiency in its different divisions (Benincas, 2012). According to the management approach, employees are expected to sacrifice or overlook some of their personal principles to ensure an organisation meets its goals.

The theory also reveals that whenever management reduces its control over employees, it translates into morale boosting. This shows that an organisation should implement participatory decision making as well as teamwork when it comes to the effective workforce management.

Comparison of Different Approaches to Management and Theories of Organisation Used by Two Organisations

CAPCO and Apple Inc. are two good examples of global organisations, which have adopted different management approaches in their respective operations.

CAPCO (The Capital Markets Company N.V) is a global corporation known for its utilization of its scientific management approach. CAPCO usually uses this method when it comes to the development of the science or each element of an employee's work. It is characterized by analyzing and synthesizing of workflow within an organisation. This involves the replacement of the old rule of thumb approaches by scientifically selecting and training workers to adopt the scientific demands associated with an organisation. The primary objective of scientific management approach improves the levels of labor productivity thus increasing the output of the business (Taylor, 2004).

Apple Inc. also applies different management approaches. They include human relations and system approaches. The human relation approach focusses on using human relations as an effective way of promoting customer satisfaction as well as increasing the companys productivity (Benincas, 2012). This is achieved through the participation of various stakeholders in management of the organisation. Decentralization is also significant in facilitating and strengthening human relation within an organisation. The system management approach encompasses the combination of the classical and human relations methodologies. This enables Apple Inc. to strike a balance between its formal organisational structure and attention given to the social factors dominating workplaces.

Nature of Groups and Group Behavior Within Organisations

Working as a group is highly recommended within an organisation since it fosters quick and easy attainment of the set business goals. Usually, there are different groups formed to fulfill different purposes. This involves identification of a general job, which is completed by the team members. The nature of the group is, therefore, a determined procedure of executing available tasks, group management, group dynamics and the definition of the roles played by members. The use of these criteria to define the nature of the group pave the way to formal and informal groups.

A regular group involves some people in an organisation forming a team that is focused on achieving a particular objective or performing a specific task. Formal groups usually utilize a formal organisational structure. This provides the guidelines regarding the allocation of responsibilities and duties with the common aim of achieving specific objectives of an organisation (Robbins et al., 2015). Task groups or command groups are useful examples when it comes to illustrating formal groups. Informal groups on the other hand are the automatic grouping of individuals, who are working within the same organisation over a given period, which demonstrate that closeness, support, sharing of similar interests and views can be the building block of various informal groups as depicted in interests and friendship groups.

Factors that Lead to Effective Teamwork and the Influences that Threaten Success

A team is said to be effective if it can realize a high level of job performance, a satisfaction of members and achieving of the viability of the team. Good leadership is one of the key factors that should ensure the development of effective teamwork. Efficient leadership is paramount in solving challenges, making great decisions that motivate the members and setting clear goals that can propel the group to greater success. Leadership plays an integral role in creating and upholding a working culture within an organisation (Robbins, et al., 2015). Communication is also another vital element that promotes high levels of efficacy in teamwork. This enables the members of the group to express their opinions and feelings regarding the tasks at hand. Diversity and inclusiveness should also be incorporated in the management of the team. Diversity allows members to accommodate their diverse backgrounds thus enhancing innovation and creativity in an organisation.

Poor leadership and continued disunity among the members is a threat to the success of the teamwork. Ineffective leadership and management strategies will hinder the achievement of the set goals. This implies that the resources of the group will be underutilized or mismanaged making it hard for the team to live to its maximum potential (Robbins et al., 2015). Constant conflicts create adverse conditions for the operation of the team. The team will become disjointed and demoralized, which will ultimately make the group work as a unit thus being ineffective in accomplishing the assigned tasks.

Impact of Technology on Team Functioning Within a Given Organisation

Communication is one of the elements in the functioning of a team that has been influenced by technology. Apparently, technology has bettered communication among team members, thus facilitating the process of group building. Technology also enables the team to devise unique business strategies, leading to great success. Technology also promotes a better organisational culture. For instance, technology allows group members to communicate and perform their tasks with ease which leads to increased levels of productivity and satisfaction. Management processes are enhanced through the use of modern technology. Tasks such as database maintenance, online businesses, carrying out market surveys are eased through the incorporation of advanced technologies.

References

Baligh, H. H., 2005. Organisation structures: Theory and design, analysis and pres...