People Management

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Unit 5.3 People Management
LEVEL-5

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Table of Contents
INTRODUCTION2
STRUCTURE OF ORGANISATIONS AND TEHIR IMPACT ON PEOPLE OF ORGANISATION3 ORGANISATIONAL CULTURE AND ITS IMPACT ON PEOPLE OF ORGANISATION4
What is Organisational Culture4
Effect on Performance4
Integration of Performance and Culture4
LEADERSHIP STYLES AND THEIR EFFECTS5
Traditional Leadership Styles5
Modern Leadership Styles5
GOOD WORKING PRACTICES- Flexible Working Environment, Motivational Theories & their Impact on People.7
Flexible working7
Impact of Flexible Working on People7
Motivational Theories & Their Impact on People Performance8
What is motivation8
Incentive Theory of Motivation8
Drive Theory of Motivation8
Arousal Theory of Motivation9
Humanistic Theory of Motivation9
REFRENCES10

INTRODUCTION
This document comprises of a formal report that outlines people management theories in business organisations. It uses generic business scenarios to draw various results. It looks into the structure, culture, ethical agendas in an organisation and how these impact the workforce of the organisation. This report also outlays various management strategies that are followed in organisations which help the HR managers to deal with the issues related to employees.

FINDINGS
STRUCTURE OF ORGANISATIONS AND TEHIR IMPACT ON PEOPLE OF ORGANISATION The hierarchical levels within a company make up its organisational structure. There are two basic types of organisational structure; horizontal and vertical, which are sometimes referred to as flat and tall structures. These types of structures are based on the amount of authority levels within the organisation. More complicated structure types include; i. functional, which focuses on the specific tasks that employees perform; ii. divisional, which separates employees by either market or geographic divisions; iii. matrix structures, which group employees into multiple divisions; iv. Network structures, which co-ordinate all the organizations within a supply chain.

Job satisfaction plays an important role in an employee’s level of commitment. Many academic authors have reported a relationship between job satisfaction and organisational structure. For example, organisations with flatter structures tend to portray feelings of self-actualisation and create less anxiety in employees. There have also been studies that show how certain types of organisational structure facilitate new product and process innovation (Lam, 2004, pp.5). Mintzberg (1979, cited in Lam, 2004, pp. 9) depicted structural archetypes and innovation potential. Simple organisational structures that are typically centrally controlled by one person can respond quickly to change. The innovation potential for this type of organisation benefits from its entrepreneurial capabilities, which tend to focus on high-risk environments. However, vulnerability of individual misjudgement and limited resources may contribute as weaknesses. The ‘Machine bureaucracy’, as described by Mintzberg, is a mechanistic organisation, which tends be very highly specialised with centralised control. Tasks are often made a part of formal routine. A machine bureaucracy is designed for efficiency; it is good at dealing with routine problems, however, unable to cope with change due to its rigid nature. A professional bureaucracy is a type of organisational structure that depends on a high degree of autonomy to professionals. Examples would include; educational facilities, hospitals and legal firms. There tends to be concentration of power and status within professional bureaucracies. Individuals within this type of structure may be innovative in their own right; however, this is not necessarily the case for the organisation as a whole. It is often difficult to coordinate innovation across functions and central R&D function towards local efforts, thus competition between divisions’...
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