• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

An Analysis of How the Organisational Structure, Culture And Management Style of the Business Affects its Performance and Operation and Help It to Meet Its Objectives

Extracts from this document...


C2 An Analysis of How the Organisational Structure, Culture And Management Style of the Business Affects its Performance and Operation and Help It to Meet Its Objectives The organisation structure of Wednesbury IKEA The organisation structure in the 'Appendix section' belongs to the Wednesbury branch of IKEA. Wednesbury IKEA is a large formal organisation and it is best suited to a hierarchical organisational structure. This is because; there are more employees as it goes downwards from each level. This type of organisational structure has many levels of management. The organisational structure has been structured according to its own function i.e. marketing, finance, human resources and sales. This is known as a functional organisation. The hierarchical organisational structure of Wednesbury IKEA is very similar to a tall organisation structure. Looking at IKEA's organisational structure, the chain of command shows a clear line for messages within functional departments, so therefore; it leads to good communication. For example, looking at the organisational structure of IKEA, there is a clear communication within a human resources department. However, the chain of command is very long from the top to the bottom of the organisation because, there are too many levels of management. ...read more.


IKEA would divide themselves into several functions such as, marketing, human resources and finance. These functions also have hierarchical ordering of office. For example, the human resources department of Wednesbury IKEA has a Store Human Resources Manager, Human Resources Manager, Human Resource Specialist and Training Co-ordinator. The culture is best suited to IKEA's organisational structure because; it has a hierarchy structure. The advantages of this culture to IKEA are the main source of power and the main source of influence. The main source of power is the employee's position in the organisation. For example, the Store Manger of Wednesbury IKEA, at the top of the organisation has more power than the supervisors, at the bottom of the organisation. The main source of influence is the rules and regulations of the organisation. The rules and regulations of IKEA will stimulate staff members to work their best. If the culture of IKEA is poor, it can strongly affect the number of absenteeism and punctuality. For example, if IKEA had a hard and unfriendly culture, it can influence their staff not to come to work because, they might be teased every day by other staff members, or they might dislike their job that they were given so, they might come in late or take a day off from work. ...read more.


This sort of management style will also make sure that the workforce is well aware of the objectives of IKEA and will work their best to achieve them. With this management style, IKEA can use various methods of communications (see E5). However this type of management style could make decision-making slow and is not appropriate to some businesses such as, manufacturing industries. The organisational structure, culture and the management style of IKEA have to perform successfully so that, together they can achieve the company's objectives. For example, to increase profitability: the communication within the organisation have to be clear so that, staff can understand what jobs have to be carried out; staff have to be motivated to perform the job; the relationship between managers and staff have to be strong and committing; the organisation have to encourage staff to create new ideas and share them amongst others; democratic managers have to listen and act on the opinions of workforce, democratic managers have to make sure that the workforce is well aware of the objectives of IKEA, etc. If the performance of the organisational structure, culture and management style of the organisation is poor, the overall business will have difficulties in achieving its objectives. ?? ?? ?? ?? Unit 1: Business At Work Created by Baljinder Duhra ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    Different managers will want to do their own things and that will results to conflict which can lead to disagreement and that might lead to conflict between the management. Role conflict can occur when a particular person holds a position of authority within the organisation, but the manner in which

  2. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    staff so they can look after customers * Treat people how we like to be treated * We operate as one team which trusts and respects each other and strives to do its very best * We give support to each other and praise more than criticise: ask more than

  1. How the structure, culture and management style of Cadbury's affects its performance and operations ...

    The operations at Cadburys are greatly affected by the culture. This is because they all need to work together, and if there is a problem that needs to be sorted out then it will take a long while. The director or manager aiming to sort the problem out will have

  2. Report: Type of ownership of J-Sainsbury

    E6. Production Department, Production Process & Quality Control 15a. Background information of adding value All businesses sell something, some businesses sell tangible products and some intangible. All businesses aim to add value to the service or products they offer. For example if fellow competitors such as Asda were selling deodorant product, which are labelled there own.

  1. How the organisational structure, of McDonalds affects its performance and helps it to meet ...

    can serve customers within an instant, by this I mean that the staff can serve customers their food in a reasonable amount of time, then the customers will be happy because they will acknowledge that McDonalds is keeping up to meeting its objectives.


    * A sense of achievement * Recognition of effort * Interesting work * Responsibility * Opportunities for promotion * Opportunities for self-improvement These factors help to meet the human need to grow psychologically. If a job can provide these motivators, workers will want to work and will enjoy their work.

  1. Investigate about the important roles that management plays in achieving my chosen organisation aims ...

    Planning and monitoring will help them acknowledge whether or not the new strategies put in place are going to help generate more profit to them and their shareholders as well as their stakeholders. Planning and monitoring will help them to know when Tescos plc management will have to increase their

  2. Managing Human Resources in Marks & Spencer.

    10,12,000 13-18,000 9-12,000 Telephonist 10-12,000 9-10,000 10-12,000 12-17,000 9-12,000 Customer services clerk 12,14,000 10,000 11-13,600 12-16,000 9-12,000 Telesales 12-16,000 12,000 11-14,000 12-16,000 10-15,000 Sales person 13-21,000 20,000 10-20,000 20-25,000 11-20,000 Engineer 14-25,000 12-16,000 15,000 18-25,000 15-25,000 Skilled operative 14-17,000 12,000 10-13,000 15-18,000 12-18,000 Semi-skilled operative 8-13,000 9,000 9-10,000 10-15,000 8-12,000

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work