Organizational Structure and Culture Essay
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When it comes to good management, it is hard to stress enough how important it is to start with the basics of understanding the very design, structure, and culture that are appropriate in fulfilling the goals of that organization. Experts say that organizational structure and culture should work in tandem - as a team within the organization. It is important for organizations to “understand the difference between the two aspects because they can have a major influence on the firm’s success or failure.” John (2013). Organizational culture comes from the founders of the organization and its missions and visions they originally developed. When a corporation strays too far from its original missions and visions or lacks it altogether…show more content…
Each model has six components identifying each. See Exhibit 6-7. Coulter (2013, p2). It has been my misfortune to be employed under a traditional mechanistic department when the corporation around it is currently transforming into a more organic or hybrid type organization. The company advertises that they are committed to diversity “to include creating a work environment in which everyone believes their ideas matter, regardless of their age, gender, race, ethnicity, sexual orientation, religion, or physical ability.” American Family (2007-2013). However, in the department that I work, managers discourage suggestions or input. There was a time that I gathered enough courage to suggest to a manager how to handle an upcoming project and she bit at me like a vicious pack leader, and then bullied me back into my cubicle with threats of misbehavior that she just made up and will eventually find its way on to your evaluation. The bullying tactics include “emotional abuse” and “character abuse” Heathfield (2013) that puts you into a tailspin and makes you resent the fact that you said anything at all; leaves you feeling anxious and fearful for your job; and mentally traumatized for days. After licking your wounds for three days, recovery happens for some, for others it doesn’t and becomes more problematic and negative, and
The formal and informal organisation structure
Organisations have a formal structure which is the way that the organisation is organised by those with responsibility for managing the organisation. They create the formal structures that enable the organisation to meet its stated objectives.
Often these formal structures will be set out on paper in the form of organisational charts. However, in the course of time an informal structure develops in most organisations which is based on the reality of day-to-day interactions between the members of the organisation. This informal structure may be different from that which is set out on paper.
Informal structures develop because:
- people find new ways of doing things which they find easier and save them time
- patterns of interaction are shaped by friendship groups and other relationships
- people forget what the formal structures are
- it is easier to work with informal structures.
Sometimes the informal structure may conflict with the formal one. Where this is the case the organisation may become less efficient at meeting its stated objectives. However, in some cases the informal structure may prove to be more efficient at meeting organisational objectives because the formal structure was badly set out.
Managers need to learn to work with both formal and informal structures. A flexible manager will realise that elements of the informal structure can be formalised i.e. by adapting the formal structure to incorporate improvements which result from the day-to-day working of the informal structure.
All of the organisations that appear in the Times 100 will have some form of formal structure which is usually set out in organisation charts (for example see the Coca-Cola structures in Edition 10). However, these organisations also benefit from informal structures based on friendship groups. When managers nurture these informal groups and mould them into the formal structure this can lead to high levels of motivation for the staff involved.