Organisation and Behaviour Essay

Organizational bodily expression quite a little be described as the framework in which an make-up operates. There be three main types of organizational complex body part working(a), divisional and matrix organize.A functional structure is set up so that for each one shell out of the organization is concourseed according to its purpose. In this type of organization, for example, there may be a marketing department, a sales department and a production department. The functional structure works very well for abject businesses in which each department can rely on the gift and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure is that the coordination and communion between departments can be restricted by the organizational boundaries of having the assorted departments working separately.A divisional structure typic every(prenominal)y is used in larger companies that operate in a wide geographic expanse or that have sep arate small organizations within the umbrella group to cover divers(prenominal) types of products or market aras. For example, the now-defunct Tecumseh Products Company was organized divisionallywith a small engine division, a compressor division, a move division and divisions for each geographic area to handle specific needs. The benefit of this structure is that requirements can be met rapidly and more specifically however, communication is inhibited because employees in different divisions are non working together. Divisional structure is pricy because of its size and scope. Small businesses can use a divisional structure on a smaller scale, having different offices in different parts of the city, for example, or assigning different sales aggroups to handle different geographic areas.A matrix structure is a hybrid of divisional and functional structure. Typically used in large multinational companies, the matrix structure allows for the benefits of functional and divisional structures to exist in one organization. This can arrive at power struggles because most areas of the company get out have a treble focal pointa functional manager and a product or divisional manager working at the same level and practical application some of the same managerial territory.Organizational structure is closely related to farming. Culture refers to the deep-seated beliefs, values and norms that represent the unique character of an organization and also the shared goals and visions for the people in the organization. Organizational structure and culture are difficult to separate as they are intertwined and dependent on each other. Arguably, Greenscape operates a matrix structure.Organizational structure can be described as the framework in which an organization operates. How its tasks are delegated and its leading structure i.e. its lines of authority and communication. Organization structure determines how information flows between different levels of management and employees. How roles, power and duties are delegated controlled and coordinated. The structure an organization chooses is dependent on its objectives and the strategy employed to achieve them. Pre-globalization most organizations had a centralized structure where the power was concentrated at the top. With globalization we has seen a shift in many organizations to a more decentralized structure where decision do is more participative and decision making is power is shared and more self-reliance is given to divisions and departments. The motif of the individuals goals and aspirations, needs met in one, and non the organization what drives us in life and in business in particular, managerial tasks to recognize the individual motivations and management tools are linked to organizational goals with individual can move resources to achieve organizational goals.Lawler (1981) implore that the factors find out the balance motivation the efforts and expectations concerning perform ance relationship and the perceived attractiveness of recompense. These factors are simply related links to each other, where each link is irrelevant. If an employee receives a job, which is calculated as a challenge to your skills, and be able to murder this task successfully with very nice rewarded, so trying to maximize the performance. If, however, the challenges we face are too big or too small, it will not sufficiently able to feel, or to solve the problem for the reward is not attractive enough, and it will not be effective enough. Youll be cause and do not feel the job is important it is not going to make an effort to get the best out of the employee. leading is the backbone for the success of an organization. Normally there are four types of leading styles, which are Autocratic, Participative, Delegative and Free Reign. These leadership styles have different effectiveness in different circumstances.Differences and similarities between the leadership styles of Max Worthy and Brenda HoganWe can argue that Max Worthy was operating in a free harness/autocratic leadership styles where everyone had to mind its admit business. Brenda Hogan was a manager utilize a participative management approach. The participative approach will promote integrity, great observance skills and high emotional intelligence. It also promotes openness to effective communication. Hogan wanted to withdraw everyone in taking part at the formulation of decisions that affected them. She created the milieu for the staff to learn from each other and acquire refreshed skills, peculiarly managerial. In contrast, Max Worthy dictated what needed to be through with(p) to staff from a distant office. Employees became accustomed to his practices and were reluctant to adopt the peeled approach from Hogan. Hogan leadership style can inspire her entire team to achieve excellence by example. Her hard work and caring genius set an example for all her coworkers.Management takes place w ithin a structured constitutional setting with prescribed roles. It is directed towards the achievement of aims and objectives through influencing the efforts of others. under is a discussion of three well known management theories. immaculate management theoryIt puts emphasis on structure and prescriptive what is comfortably for firms. One of the advantages of the classical management structure is a clear organizational structure with distinct management levels. Each management group has its own objectives and responsibilities as there is division of labour. Projects are broken down into smaller tasks that are easy to complete and employees responsibilities are clearly defined. This approach allows workers to alter in one specific area and leads to increased productivity. Employees are motivated by monetary rewards (a fair day pay for a fair day work). The leadership style is autocratic. Managers direct the employees and all decisions are made at the top level and communicated down. This is the case for the management style adopted by Max Worthy.Human Relations Theoriesserious music theorists were concerned with structure and mechanics of organizations. But human relation theorists were concerned with the human factors at work. This was undoubtedly the management style adopted by Brenda Hogan. The human relations theory focus is on motivation, group motivation and effective leadership. At the heart of this theory is the relationship between employer and employee. tally to the Human relation theory peoples needs are decisive factors in achieving an organisations objectives. Individuals cannot be treated in isolation, but function with group members.Contingency TheoriesFrom the late 1950s, a new approach to organisation theory was developed which became known as hazard theory. According to this theory, there is no one best way to structure an organisation. When deciding on how it should be structured, how it should be organized and how it should be manag ed, an organisation will face a range of choices. Successful organisations adopt becharm structures in response to a number of variables, or contingencies, which influence two the needs of the organisation and how it works. Theorists in favour of the contingency approach press a diagnosis of people/ task/ technology/environment thence suggest the development of appropriate solutions (e.g. Pugh).