Activity 1-Types of Organization and Associated Structures
1. Formal and Informal Organization:
a) Using: “Text-Organizational Structure-An Overview,” briefly describe the elements of the formal and informal organization. Are they complementary or contradictory? Give examples of each.
The formal organization:
Is the legitimate and official portion of organizations, such as policies, titles of organizational members, reporting lines, and performance appraisals; An outgrowth of the Hawthorne studies.
The informal organization:
It includes people's feelings, thoughts, and attitudes about their performances, their social interactions, and how all these factors have an effect on their behaviors and performance.
The formal and informal organizations are indeed complementary to each other due to the facts that organizations are done by humans and there are circumstances that couldn’t guarantee the same performances during the day to day duties.
In addition, the informal organization couldn’t be limited formally written but could be observed and transferred into written performance review. Therefore, intervention activities created to value the organizational performance that often is focused on the informal organization, in the context of the formal organization.
b) What additional conclusions can be drawn from the Video: “Leading Outside The Lines.” Give specific examples.
The additional conclusions from the video are that every organization has to have organization structure in order of specific responsibilities for easy business approach and in case of any appraising or discipline matter to know to whom you can references on the special occasion.
Based on the organization nature of bu...
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...ered relevant in this particular case:
• Lack of communication (Bad radio signal)
• Lack of culture adaption (Word OK)
• Lack of decision making (During the strong fog, departure can be delayed)
• Lack of sufficient information ( Free runway was not properly confirmed)
• The change nature of the workforce (Fog)
In fact there was huge mess in resource among the three main persons in terms of organization and environment relationships that should be on place in order of peaceful take off and people safety. The following excel sheet will explain more that proper inputs with proper transformation cause successful outputs. Using French, R (2011) OB. P17 figure and compile it to the case study we will find that incomplete inputs resources and transformation process usually results inconvenience and in this particular case it was inconvenience catastrophe.
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
The organizations that dominate our society are known as formal organizations. Businesses, schools (colleges and universities, corporations, governments, churches and other religious institutions all fall under the category of a formal organization. Basically any institution you come into contact with on a daily basis. The harsh reality is that every person in this world, your friends, family, professors, bosses, especially you are a member of an organization; possibly several. And each of us contributes to the organization in our own way whether we want to or don’t.
Boje, D. M. , Luhman, J. T. , and Cunliffe, A. L. “ A Dialectic Perspective on the Organization
Mintzberg in his 1980 book referred to an organizational chart as an “Organigram” (p.36). It is an essential part of an associates’ induction FPDH as it provides a snapshot of the lines of authority, division of labor, the operating workflow, and the type of communication utilized by the hotel.
Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York: McGraw-Hill/Irwin.
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations. San Francisco: John Wiley & Sons.
An organization structure can be defined as the analytical arrangement of tasks, duties and roles and responsibilities with the aim to achieve the predetermined objectives of an organization. It also helps to coordinate among the individuals in the organization by deciding who will work under whom. This is interpersonal relation between individuals and the jobs assigned to them. Organisation structure can be classified into two categories:
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
In order for one to evaluate and identify with the diverse business structures, he/she must be aware of the meaning and standards that makes that structure. Various businesses functions in different ways as the world is full of technology and new structures, company cultures and new ways in which companies are run. In order to fully grasp the concepts of Organizational structure and culture in the movies, I will use the Movie Up in the Air and The Devil Wear Prada movies to analyze a business scenario from them.
Organizational structure is the way that an organization arranges people and jobs so that work can be performed and goals can be achieved. Good organizational design helps communications, productivity, and innovation. Many organization structures have been created based on organizational strategy, size, technology, and environment. Robbins and Judge (2011, p. 504) listed three common structures: simple, bureaucracy, and matrix. In this post the author will describe the matrix structure, and discuss its advantages and disadvantages.
Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2009). Organizations: Behavior, Structure, Processes. New York: McGraw-Hill.
First of all, they criticise that Fayol’s theory is too formal to the extent of it can hardly be applied to informal organisations. His theory is too rigid and it will only shows its effectiveness in formal organisation structure.
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.