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.
The Organisation structure of a company addresses the fact that every organisation has specific units that are responsible for different roles and actions in the organisation and that no department within the organisation stands alone, they are intertwined. The organisational chart or structure should be designed to divide up the work load, responsibilities and roles to be done
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
An organization is structured in a certain way based on some factors. Size is a factor because the bigger the organization, the more complex its structure. If the company is small, the design is generally simple. A small company does not have to undergo a formal structure. Larger organizations depend more on authority delegation and formal work responsibility, because a bigger company is harder to manage. Another factor is the lifecycle of the organization. An organization undergoes the...
Organisations are structured in a variety of ways, depending on many aspects including their size, objectives, culture and management style. It is important to look at these aspects as these influence the design and the structure of the business.
Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York: McGraw-Hill/Irwin.
In addition to Worthy’s argument (1950), Burns and Stalker (1994) underlying a new organizational structure and management methodology which can be considered as groundbreaking and different than the common practices at organization which emphasized on routinization, specialization and conformity. These researchers believed and suggested th...
Organizational structure refers to the levels of management in a company. It mainly defines how job tasks are formerly divided, grouped and co-ordinated. The organizational structure of a company reflects its culture, management style and leader attitude which is adopted with the addition of the environment around in which it operates. It also determines how the roles, power and responsibilities are assigned, controlled and co-ordinated respectively, in-order to realize the flow of information between the different managerial levels. An organizational structure is important because it determines how the organization will be run in order to meet its aims and objectives, (Cunnee, 2008). He defines an organizational structure as the number of ways used in a business to set up division and specialization of labour focusing on maintaining co-ordination to achieve the same targets. An organisational structure may be flat or high and centralized or decentralized. In a centralized or small organization, the top layer of management has the power to make decisions for the company and has a tight control over the below divisions. In a decentralized or large organization, the decision making power is distributed to extent of the company and greater workload is divided and delegated downward. Some of the key elements which are required to design organizational structure are:
Gibson, James L., John M. Ivancevich, and James H. Donnelly, Jr. Organization: Behaviour, Structure, Processes. 10th ed. New York: McGraw-Hill, 2000.
Formal business structure is a type of group that is deliberately constructed, and whose members are organized to achieve a specific goal. Almost every company has a formal structure. Most business has also an informal structure. Informal structures develop around social or project groups. Because informal structures are based on respect, compatibility, motivation and commitment; in other words, it is about the ‘chemistry that exists between people that always affects both relationships and results.
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations. San Francisco: John Wiley & Sons.
Meyer , J. W. , and Rowan , B. “ Institutionalized Organizations: Formal Structure as Myth
Informal set up of organizations demand more creativity and flexibility in operations while bureaucracy imposes restrictions through written rules and procedures, and thus affecting human creativity adversely. Based on multiple diverse operational area and their needs coupled with dynamic market situation, modern organizations generally work in combination of both formal and informal set up. As some operations of the company are bound to be formal and routine in nature, bureaucracy always exists in layers and fractions. Accordingly, some organizations are more bureaucratic in nature while others are more flat i.e. open in nature. In general, marketing operations of various companies adopt less bureaucratic set up considering flexibility needed for catering varying requirement of different clients (Govt./ PSU/ Pvt./ Foreigner) while operational departments follow more bureaucratic set ups considering their routine operations focusing on product and services. Knowledge base organizations especially in the field of creativity (like Advertisement companies, Research and design companies etc.) follows less bureaucratic set ups. On the other hand, administration machineries and routine operation based companies (Legal companies, Defense, Police dept., Government Ministries, Manufacturing Companies,) follow more bureaucratic set
The beginnings of the traditional and learning organizations start with the characteristics of the organizations. Within these organizations, there are some main characteristics of each one that sets them apart.
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.
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.