Organisational Behaviour and Theory
Describe and discuss how an organisation’s structure influences its behaviour, with particular emphasis on decision making and workforce management and control. The structure of an organization is so visible and can be so powerful. It influences how well the organisation is able to meet its strategic goals; it can also influence how quickly an organisation can respond to changes. Usually, structure is the product of decision-makers, management decision-makers determine the level of the workforce, deciding what process they need to adopt and changes they need to make within the organisation. (Unit Guide, Organisational Behaviour and Theory, page 28 – 29) Changes can influence on organisation behaviour dramatically, structure is the first thing to be modified when an organisation seeks changes. Decision making and workforce management is crucial to control it. (Unit Guide, Organisational Behaviour and Theory, page 28) There are factors that influence all organisational behaviour; such as, globalisation, workforce, employment relationships, advancement in technology and organisational ethics and values (Unit guide, Organisational Behaviour and Theory, page 20). Structure perhaps is the most tangible aspect of management. Structure incentive to improve action, so the designer can direct and control the behaviour of those people who are willing to subordinate themselves to the structure. Structure also allocates responsibility and authority to exercise decision making. The organisation can be structured in many ways, and those structures can influence its behaviour (Unit guide, Organisational Behaviour and theory, page 28). The way organisation is structured sends powerful messages to both internal and external stakeholders (Unit guide section 2, organisational structure and design, pg 29). * The functional structure is the most primitive structure, the whole organisation is focus on a single market, and it best suits an undiversified firm. Because they have a single product category, the most important coordination task is that of the production creation. Individual units can suffer overload, and it’s an issue, so it forces to develop units of competency that fits the needs of different markets for each product eventually leading to a restructure with a product focus (Contemporary issues in management and organisational behaviour, page 8). * The product focuses structure; centre of attention in each divisional manager is responsible to develop strategies to allow the division and its product to compete with their market. The great advantage of this model is the ability of divisional director to accumulate expertise on the product also to respond the needs of respective markets (Contemporary issues in management and organisational behaviour, page 8). * Another way to set up a organisation is to develop the geographic structure, it’s used by organisation that have customers in different regions, some companies might choose to move into a new country by establishing a partnership with a local distributor; once business is well established the company might try to buy the distributor. It all depends on the terms of the contract; maybe it allows taking the action (Unit guide, organisational Behaviour and Theory, page 36). * The Matrix structure is often used by large global organisations; the matrix allows people from different functional divisions with associated areas of expertise to come together on the same project. I can overcome the difficulties of poor communication and coordination often found in other structures (Unit Guide, Organisational structure Behaviour, page 37).
Consequently, organisation can set goals based on types of structures, sometimes these structures need to change to achieve goals and it acquires some decision makers to come up with ideas. There are three types of theories that concern decision making to continue to have large influence, they are:...
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