Human Resource Management (HRM) has become an integral and growing area in most
business sectors, regardless of how big, or small the company or firm is. Moreover,
company's today rely heavily on HRM practices to function at peak Organisational level and
also sustain a high level of competitiveness, stability, employee satisfaction, and the overall
well being of the organisation. So where should the focus of HRM activity be? The statement
in question, that Organisational Structure ( the physical hierarchy of the company ) is a
more effective ( Inclined to produce better results for the firm ) focus of HRM activity than
Organisational Culture ( the "customs, beliefs, practices, traditions, values and ideologies of
the Organisation") (Nankervis, Compton and Baird, 2002, p. 57). It is both easier to modify,
and has longer-term effects.
In order to decide which is the more effective' focus of HRM activity we will look at each
element (structure and culture) separately to determine its role and impact on, and within the
2. Organisational Structure is a more effective focus of HRM
activity than Organisational Culture. It is both easier to modify,
and has longer-term effects. Discuss.
The Organisational Structure of a company is the foundation on which employees are
based. Employees are committed to this structure. So what does the Organisational Structure
do?. The Organisational Structure' is the framework in which the organisation' operates, the
levels of hierarchy. Depending on the size of the firm the levels of hierarchy tend to vary. This
needs to be taken into account when modifying the structure, too many modifications may
prevent the structural system from functioning properly. E.g. Introducing new levels of
hierarchy (Tall Structure') may create an unstable structure as to many levels of management... [continues]
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