Organisation Behaviour

Organisation Behaviour

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Module Code                :                M0D001120

SID                        :                1540711

Date                        :                10-7-2015

Word Count                :                806

Element 010 – Assignment – Short Essay – 800 words

1.0        INTRODUCTION

The reasons to have an organisational structure are the distribution of duty between members of the organisation, and the matching of their undertakings so they are guided towards the targets and purposes of the organisation. The main determining factor of an organisation’s structure is its culture. (Mullins, 2010, p. 551) The general nature of culture whether are caused by external influences or ‘how things should be done around here’ and common values, opinions and feelings will have a substantial effect on organisational practises including structure design. (Mullins, 2010, p. 552) The structure and culture of an organisation mature over time and in response to a complex set of factors. (Mullins, 2010, pp. 742 - 743) Organisational Structure, culture and motivation are interrelated. Organisational structure and culture play a vital role for encouraging motivation and creativity in any organisation. Organisational structure and culture are also important determinants of organisational success.

2.0        IMPACT OF ORGANISATION STRUCTURE ON THE LEVEL OF _        EMPLOYEES MOTIVATION

An organisational structure describes how activities such as job allocation, direction and guidance are directed towards the accomplishment of organisational goals. Traditional structures were very hierarchical in nature, meaning power flows vertically and upward. To motivate an employee is a key component in any organisational structure. Whereas employees in a flat organisation might feel as though they have more direct effect on the company, they also might feel as though they have no chance for promotion. Likewise, those at a tall organisation which have many layers through which to progress their careers, and many become unsatisfied at their shortage of influence at lower levels within the organisation. (Leigh Richards, 2015)

Contemporary forms of organisational structures, the matrix, whereby every employees reports to at least two or more superiors. In other words, it break up the unity of command principle that is often predominant in outdated organisations. Organisations with unity of command, communication will flows through expectable lines and direction is easier as each person will reports to a single manager. In a matrix organisations do not follow unity of command, this is a state will sour with conflict. (Bauer & Erdogan, 2012) Since several managers are in duty of managing the behaviours of each employee, there may be power scuffles or even fighting between managers. However, in a boundary less structure might involve removing the barricades among the employees, such as traditional management layers or walls between different departments. Structures such as self-managing teams create a surroundings where employees bring together their efforts and change their own functions to suit the requirements of the situation, rather to persisting that something is “not my job.” (Dess, et al., 1995)

3.0        IMPACT OF ORGANISATION CULTURE ON THE LEVEL OF _        EMPLOYEES MOTIVATION

        Organisational culture outlines the system employees complete tasks and network with one another in an organisation. In any organisation the biggest challenge may be to change its culture, as the employees are already familiarised to a definite way of doing things. Culture can influence people’s attitudes and behaviour at work.

        Whereas in a strong culture, the primary values of the organisation values are both very much understood and broadly shared. Those members who received the primary values will have greater commitment; its culture will be stronger and will have greater inspiration on member behaviour, increase cohesiveness and result in lower employee turnover.  Conversely, there is Weak Culture where there is little affiliation with organisational values and control must be carried out through extensive procedures and bureaucracy. (Robbins & Judge, 2013, p. 514) A positive organisational culture stresses on building employee strengths, rewards more than it punishes, and give emphasis to individual strength and growth. (Mullins, 2010, p. 527) Persons who are in optimistic conditions of mind at work and in life lead happier, more productive, and more rewarding lives.

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