This is an essay examples on the topic Management and Organisation in a Global Environment. This assignment was submitted by University student for reference purpose.
For any company, matching individuals according to the structure of organisations, is the most important factor to achieve the success. The culture of organisation and the staff working for it is highly influenced by the culture of organisation that exist. The set of operating principle within the organisation that influence the staff or people how to behave within the context of company is known as organisation culture (O’Donnell & Boyle, 2008).
The people working within the organisation dictate their actions according to their beliefs, values and assumptions. The productivity of organisation is directly proportional to the positive and aligned culture of people towards organisation. And, if the organisation has the people who does not share same set of values, goals and commitment then this will break a chains of bonds and links between the organisation, people and productivity. So organisation should hire the people whose values are in line with organisation’s culture.
Company should acknowledge the hard work of people and must maintain the positive environment. To achieve the positive environment in the organisation, manager must be fully aware of the organisation’s culture in order to direct activities in an efficient way (O’Donnell & Boyle, 2008).
For every individual working in an organisation must be aware of organisation’s culture because some behaviours are appropriate and inappropriate for company. For example, in some organisations, creativity is stressed. And in some organisation attention to detail is valued. Furthermore, in some organisation cultures are socially oriented while in some task oriented. Some company focuses on team work while some encourage and value individual achievement.
Personality of individual is directly influence by the culture of organisation. It will decide the way people interact at their workplace and behaviour with the customers.
In 1903, Henry Ford established Ford Motors by owing a small stake from Mazda in Japan and Aston Martin in UK. Ford Motors operated with the mission of becoming leader in motor vehicles product and services. They are committed to provide personal mobility to the people around the world.
Ford has created the positive environment to the employee with more open communication policy. Any individual working for Ford are acknowledged (Lombardo, 2015). Their opinion is valued through the survey that company sends out. CEO of ford directs the managers to think about customers before their own career. He gives more priority to encourage leadership team to admit mistake, share more information and cooperate across divisions. They focus on customer service before and after the purchase also. Further, Annual system of appraisal for the employee motivate them to work hard. In addition, the distribution of bonus and remarks on managers by the staff influence them to work better for the organisation.
Moreover, Ford will not tolerate any suppliers abusing workers. Ford is the only one automaker among the top 25 of 50 companies demonstrating best social practice in corporate social responsibility. This culture of Ford helps to aware the staff to show some responsibility to society. Ford was the first company who had develop, implement and report a Code of Basic Working Conditions. These cultures of the Ford are the reason behind their success and satisfaction of employee towards organisation (Lombardo, 2015).
In today’s changing world of work, it is difficult for the organisation to implement the changes in the organisation culture. This is due to the lack of visibility across the different department and due to the hindrance to internal communication and collaboration within the employee and manager (O’Donnell & Boyle, 2008).
Further, generation gap is another cause as organisation hire new staff and new technology in the organisation. For some staff it becomes very hard to adopt new changes in the working culture and system. The changes in the traditional working hour i.e. 9 to 5 has been changing from many years which still some people cannot cope with their working life and personal life. So it is important for manager or CEO of company to encourage collaboration across the departments. So to overcome such problems managers, employee and organisation values and ambitions should be in line. Organisation should provide training and skill to staff to cope with new technology.
Organisation Structure and Strategy
The strategy of business defines the plan and policy of organisation which will set out how the organisation uses their major resources. So for any organisation to get success in their plan, strategy and the structure should be woven together in line (Miles & Snow, 1978).
The way any organisation arranges the jobs as well as people in order to perform the work in such a way that it can achieve the organisation goal is known as organisation structure.
For the work group which is very small, there is no need of any formal structure because communication is frequent between them. But in the big organisation where work group is very large, formal structure is very necessary in order to make the delegation of various tasks.
Thus, the organisation established the different functional department for various job. This process defines the organisational structure. Organisation structure are important in large organisation because it define what employee do, who they report to, and for manager who report to them and whom they report to (Miles & Snow, 1978). Different responsibilities are assigned to different position in a way that make the job goes on in a smooth way.
Different organisation arranges jobs in different way according to the operation and goal. But the basic fundamental role in shaping the organisation is more or less similar. For example, the manufacturing company divide the job as functional department as production, purchasing, marketing, personnel, accounting and so on (Miles & Snow, 1978).
For an instance, I work in NSW health service which is totally different than manufacturing company. This is very large organisation and it has more than one service line to continue. Different jobs are performed into separate department and operated as individual units. These individual units are again supported by different functional departments. For example, hospital include surgery, nursing, cleaning, psychiatry, billing, personnel and so on. It is very easy to fix the responsibility. For example, if the cleanliness of the hospital is not up to mark then it very easy to identify, that cleaning department is not doing well.
In nutshell, functional department is suitable for small and simple organisation whereas divisional department is appropriate for large organisation. Good structure is the framework of any organisation as it helps to pass information smoothly to different parts of business.
While implementing different structure in organisation there may come several problems. One of them is there is confusion in the hierarchy and responsibility among the managers and supervisors. Sometimes supervisor and managers may take some authoritative roles which they are not supposed to which create the confusion among the low level staff.
Further, there may be confusion among different departments about their responsibilities. This cause the decision making process slow as approval needs to be done by several managers. Different departments will have different managers and it can cost a lot to the organisation (Brinkschroder, 2014). To overcome these challenges, effective communication system should be maintained in an organisation. All the staff, including managers and department, should be aware of their responsibilities and duties within the organisation. The HR department should maintain the right number of staff and managers according to the need of job to avoid any extra cost for organisation.
Brinkschroder, N. (2014). Stratey Implementation: key Factors, challanges and solutions. University of Twente. University of Twente.
Lombardo, J. (2015, October 13). Ford Motor Company’s Organizational Culture Analysis. Retrieved December 15, 2016, from Panmore Institute: http://panmore.com/ford- motor-company-organizational-culture-analysis
Miles, R., & Snow, C. C. (1978). Organizational Strategy, Structure and Process. McGraw Hill. O’Donnell, O., & Boyle, R. (2008). Understanding and Managing Organisational Culture.
Institute of Public Adminsitration . Dublin: Institute of Public Adminsitration.