Developing Effective Teamwork in Organizations by Considering the Organizational Structure, Culture, Employees’ Motivational and Leadership Aspects.

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ASSIGNMENT TITLE: Developing effective teamwork in organizations by considering the organizational structure, culture, employees’ Motivational and leadership aspects. LEARNING OUTCOME 1
TASK 1a
AN ORGANISATIONAL STRUCTURE
There are many different opinions and definitions of organizational structure. Structure in a sense is the arrangement of the functions used to do the work. Thompson said the structure "is the inner structure of the differentiation and the relations." He referred to the structure as the means by which the organization sets boundaries and limits for the effective performance of its members, by the definition of responsibilities, resource control and other issues. Katz and Kahn said that "the structure is a series of interconnected events that occur, fill and renew a cycle of activities." Culture, in an organizational context, can generally regard as the sum of a group or as a nation to think, believe, feel and act can be defined. Culture is the way of life of a group of people. More formal culture includes acquired as a complex whole, knowledge, belief, art, morals, customs and any other capabilities and habits of the members of a society. A corporation may be represented by the members of a nation as well as of members of an organization. Organizational structure and culture of the Uni-Lever Brothers Organizational structure called Unilever is common hybrid. The company operates three regions of the division: two product segments and five functional segments. They developed a simple structure to communication processes and effective use of available resources for the growth of the organization to accelerate. Company executives set up consists of six layers of the junior managers (local officials) to the Manager of the fifth year (the managers Unilever). Apart from this, the company employs many non-executives and cooperatives working in factories. As a multinational company Unilever a common culture for their activities has developed. They believe that all the people who work for their business and their ability to grow. The corporate culture is to believe in the ideas and support. Be a diversified company, they need to create a common working environment by combining carefully the needs of different people, so that they are motivated and proud to work for the company. Unilever is to develop a high commercial principles and code of ethics for the company a good reputation in the industry. Organizational structure and culture of Shaheen PHARMACEUTICALS Shaheen Pharmaceuticals is a drug known and reputable with more than 350 employees from different regions. Shaheen Pharmaceuticals has the distinction of being the first organization in the Swat Valley, which has received ISO 9001:2000 Quality Management is one of the famous and recognized IIC organization in Dubai received, UAE-based Arab countries and the Joint Accreditation System of Australia and New Zealand (JAS-ANZ) in 2007. Shaheen in recent years has initiated the implementation of the reform of the human resources in a structured way. Shaheen Pharmaceuticals successfully the process of human resources development at the beginning, with the changing needs of the organization of knowledge, skills and competencies aligned started. Shaheen pharmacy have a management style, the traditional functional departments are available to perform various activities of the organization. DIFFERENCE OF THE TWO ORGANISATIONAL STRUCTURES AND CULTURES The organizational structure of the Uni-Lever Brothers is a functional the functional structure, the structure is constructed so that each part of the Organization grouped according to their purpose. Functional Structure is well suited for small businesses, in each case where department can count on the talent and expertise of its employees and support. However a disadvantage of a functional Structure the coordination and communication between Services may be limited by the boundaries of the organization have different...
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