Irhr1001 Essay 2
Along with organisational design and organisational structure these factors shape organisational behaviour and how a company is composed and successful. Although organisational behaviour has been defined by Wood, Zeffane, Fromholtz & Fitzgerald (2006 p. 4) as ‘the study of individuals and groups in organisations’; however this essay will consider organisational behaviour as the study of investigating the impact that individuals, groups and structures have on behaviour in an organisation for applying knowledge towards improving the organisation’s effectiveness (Robbins, Millet and Water-Marsh 2004).
An organisational structure accurately divides, selects groups and coordinates job tasks. Structure contributes to explain and predict organisational behaviour and organisational design. Managers often change organisational structures due to performance and efficiency being low (Robbins et al 2004), they should also ensure consistency in the structure, scale of operations, tasks at hand, need of stakeholders and strategic decision of the organisation, this distinguishes successful organisation from less successful organisations (Wood et al 2006). When changing the structure of the organisation managers should be aware of the six elements of structure: work specialisation is how tasks are subdivided into separate jobs; for example Ford workers had an assigned specific repetitive job such as installing the right front door of the car. This helped Ford to produce a car every ten seconds. Departmentalisation, groups jobs together in an organisation; such as marketing, human resources and accounting for instance Football organisations, Sydney Swans. Chain of command specifies who reports to whom (supervisor or store manager) and how (electronically or by speech). Span of control determines the amount of staff a manager can direct however it also identifies the amount of levels and managers the organisation will need. Centralisation and decentralisation aid in the decision
An organisational structure accurately divides, selects groups and coordinates job tasks. Structure contributes to explain and predict organisational behaviour and organisational design. Managers often change organisational structures due to performance and efficiency being low (Robbins et al 2004), they should also ensure consistency in the structure, scale of operations, tasks at hand, need of stakeholders and strategic decision of the organisation, this distinguishes successful organisation from less successful organisations (Wood et al 2006). When changing the structure of the organisation managers should be aware of the six elements of structure: work specialisation is how tasks are subdivided into separate jobs; for example Ford workers had an assigned specific repetitive job such as installing the right front door of the car. This helped Ford to produce a car every ten seconds. Departmentalisation, groups jobs together in an organisation; such as marketing, human resources and accounting for instance Football organisations, Sydney Swans. Chain of command specifies who reports to whom (supervisor or store manager) and how (electronically or by speech). Span of control determines the amount of staff a manager can direct however it also identifies the amount of levels and managers the organisation will need. Centralisation and decentralisation aid in the decision