The Forestry Commission

Topics: Sustainable forest management, Forestry, Carbon dioxide Pages: 7 (2446 words) Published: May 18, 2013
The Forestry Commission (established in 1919) is a non-ministerial Britain’s government department holding heavy responsibility for “protecting and expanding forests and woodlands, as well as increasing their value to society and the environment”. It takes care of 827,000 hectares of sustainably-managed woods and forests, also plants more than 17 million new trees per year. Working with over 3,000 members of staffs and other partners such as landowners, local authorities, communities and national business, the organization has contributed to the management of national forestry and backed up forest values in the social development. Typically in those values, forests help combat the biggest challenge today, i.e. climate change, by capturing and storing carbon emission and reducing level of air pollution.

The Forestry Commission is structured by geography into three national committees for Scotland, England and Wales but still under the Broad of Commission as a whole, which brings about two main advantages from decentralization and centralization. The case study also shows how staffs’ performance builds up sustainability. Although each member has separate position, all is still in common to create the organizational values based on teamwork, professionalism, respect and trust, open communication, learning and creativity. Introduction:

The Forestry Commission is a government department, known as the biggest national landowner in Great Britain. It has three committees in Scotland, England and Wales that aim at “protecting and expanding forests and woodlands, as well as increasing their value to society and the environment”. Through organizational activities, the Commission has tried to ensure that Britain can use its forests to contribute positively to as many of the nation’s needs as possible, both now and future. Without doubt, the Forestry Commission backs up largely sustainable forest management.

Question 1: Describe the key features of the organization structure of the Forestry Commission “Organization structure is a system of tasks, workflows, reporting relationship and communication links”. A good organization structure should be able to allocate individual tasks as well as provide task as a whole. Organizations like the Forestry Commission need to find the best structure in order to meet their objectives. With a large range of management that contains three countries of Great Britain, the most suitable and efficient organization structure for the Forestry Commission is Geographical structure.

The Forestry Commission is structured by geography into three national committees for Scotland, England and Wales. On the 1st April, 2003, its current structure came into effect.
Geographical structures group together people and jobs performed in the same location. It dignifies local conditions, regional needs and requirements in flow of activities and policies in each area. Still, the Broad of Commission with ten members, including Directors of committees, is in charge of the organizational work across Great Britain as a whole.

This structure has two main advantages from decentralization and centralization. Firstly, decentralization is “the distribution decision-making power throughout all operating units”. It supports regional-based making decision which takes into account local reality, needs and expertise. Because conditions in Scotland, England and Wales are different, it is sometimes inadequate to apply the same strategy or policy. The lower level of management, hence, is flexible. Secondly, centralization is “focus of decision making within an organization through the central head office”, from which the Forestry Commission can get benefits of economies of scales and consistency. This ensures that all committees with particular characteristics still contribute to the organizational common goal as sustainable forest management.

In each committee, the organization is shaped based on matrix structure –...

References: 1) Campling, Poole, Wiesner, Ang, Chan, Tan & Schermerhorn (2008),
Management, 3rd Asia-Pacific Edition, John Wiley & Sons (Asia) Pte Ltd.
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