The aim of this report is to analyse two companies who have significantly different organisational structures. It will analyse the relationship between an organisations structure and culture and the effects on the business performance. Also the factors which influence an individual’s behaviour at work will be looked into.
The two companies that will be focused on are:
1.1 British Telecom (BT)
BT is a leading communications solutions provider serving customers throughout the world. It provides Networked IT, telecommunications and broadband services to some 20 million customers in the UK. It also provides services to other licensed operators.
1.2 Part Motor Factors
Part Motor Factors is a small car mechanics business located in Ashton-In-Makerfield. It also has a car accessories store next to the garage. They deal with local customers providing service, repair and spare car parts.
2.0 Organisational Structure
Organisational Charts for both BT and PMF have been placed in the appendix of this report.
It is important that BT has a good structure because without it the performance of the business would lack. They do this by allocating responsibilities, decision making, co-ordination, control and reward.
These aspects are obviously managed to at least a reasonable standard because of the successful business BT has become, and wouldn’t have become without it. BT is formally structured but is supported by some flexibility to meet variations in demand of their service. (Mullins 2005)
2.1.1 Tall Organisation
If we refer to the organisational chart (see appendices) it is obvious that BT utilises a tall hierarchical structure (Buchanan & Huczynski 2004 page 468). BT didn’t necessarily intend the organisation to be of a tall nature but it has become one because of the different sectors they have and the amount of people that work for the company. If it was a flat organisation the higher levels of management would have an extremely