Organisational Structure Is an on-Going Management Task. How Does Organisational Structure Affect Human Behaviour in Organisations?
Organisational structure is an on-going management task. How does organisational structure affect human behaviour in organisations?
Every organisation, small or big, in every business branches, has got less or more complicated structure. Usually it is an Owner, one or few top level or general managers, few lower levels managers and then personnel. In small organisations, usually resources are limited. In bigger organisations structure is more complex. However, no matter what kind of structure is in organization, at the end there is always staff. Personnel are obliged to carry out the commands of supervisor. At this point question arises: whether the organizational structure has an effect on human behaviour? Firstly explain concept of an organisational structure. According to L. J. Mullins “Structure is the pattern of relationship among positions in the organisation and among members of the organisation” (Mullins, 2005, p. 596). That is mean the relationships are close between managers and staff, especially in small companies them relationship are visible. J.Child in his work presents three different components that make up the definitions of organisational structure:
1. “Organization structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors” – as before this definition is about relations between members of organisation.
2. “Organization structure identifies the grouping together of individuals into departments and of departments into the total organization” - this means the allocation of individual members of groups and departments in order to obtain the best possible results.
3. “Organization structure includes the design of systems to ensure effective communication, co-ordination, and integration of effort across departments” (Child, 1984, p. 192) - So all the actions and decisions regarding the departments are covered by the organizational structure to improve
Every organisation, small or big, in every business branches, has got less or more complicated structure. Usually it is an Owner, one or few top level or general managers, few lower levels managers and then personnel. In small organisations, usually resources are limited. In bigger organisations structure is more complex. However, no matter what kind of structure is in organization, at the end there is always staff. Personnel are obliged to carry out the commands of supervisor. At this point question arises: whether the organizational structure has an effect on human behaviour? Firstly explain concept of an organisational structure. According to L. J. Mullins “Structure is the pattern of relationship among positions in the organisation and among members of the organisation” (Mullins, 2005, p. 596). That is mean the relationships are close between managers and staff, especially in small companies them relationship are visible. J.Child in his work presents three different components that make up the definitions of organisational structure:
1. “Organization structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors” – as before this definition is about relations between members of organisation.
2. “Organization structure identifies the grouping together of individuals into departments and of departments into the total organization” - this means the allocation of individual members of groups and departments in order to obtain the best possible results.
3. “Organization structure includes the design of systems to ensure effective communication, co-ordination, and integration of effort across departments” (Child, 1984, p. 192) - So all the actions and decisions regarding the departments are covered by the organizational structure to improve
References: Child J., (1984) Organisation: A Guide to Problems and Practice. London: Harper and Row. Cornwall Area of Outstanding Natural Beauty (2010) (online), Available from: www.cornwall-aonb.gov.uk (Accessed: 6 December 2010) Lynch R., (2003) Corporate Strategy Maund L., (1999) Understanding People and Organisations. Cheltenham: Stanley Thornes Publishers Ltd. Mullins L. J, (2005) Management and Organisational Behaviour. Seventh edition. Harlow: Pearson Education Limited. Pettinger R., (1996) Introduction to Organisational Behaviour. Basingstoke: Macmillan. Virgin Group corporate responsibility and sustainable development report, (march 2010) Available from: http://content.yudu.com Bibliography: Child J., (1984) Organisation: A Guaid to Problems and Practice. London: Harper and Row. Kolb A., Rubin I. M., Osland J. S. (1991) The Organizational Behavior Reader. Fifth Edition. New Jersey: Simon & Schuster Krupski R Lynch A. (1995) Behaviour at Work. London: Hodder & Stoughton Educational. Lynch R., (2003) Corporate Strategy. Third Edition. Harlow: Pearson Education Limited Maund L., (1999) Unedrstanding People and Organiations Mullins L. J, (2005) Management and Organisational Behaviour. Seventh edition. Harlow: Pearson Education Limited. Pettinger R., (1996) Introduction to Organisational Behaviour. Basingstoke: Macmillan. Thompson J. L. (2001) Understanding Corporate Strategy. London: Thomson Learning. Virgin Group corporate responsibility and sustainable development report, (march 2010) Avalible from: http://content.yudu.com Virgin website www.virgin.com (Accessed: 6 December 2010)