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Organisational structures and Behaviour - theory and examples from my employment experience.

Extracts from this document...

Introduction

Nadim Shahbandar Student number: 28750 Module 03: Organizations and Behavior Date of Completion: November 15th 2011 Word count: 4,692 Table of Contents Cover page 1 Table of Contents 2 Task 1 3 1.(a) 3 1.(b) 5 1.(c) 6 1.(d) 8 Task 2 9 2.(a) 9 2.(b) 11 Task 3 12 3.(a) 12 Task 4 17 4.(a) 17 4.(b) 19 Reference: 22 Bibiography: 23 Task 1 1.(a) "Organizational structure is the pattern of relationships among positions in the organization and among members of the organization. Structure makes the application of the processes of management possible and creates a framework of order and command through which the activities of the organization can be planned, organized, directed and controlled. The structure defines tasks and responsibilities, work roles and relationships and channels of communication." (Mullins (2005. p 596.) A success of an organization is based on the internal operational structure. It helps determine the chain of command and reporting relationship (which can be horizontal or vertical). The different types of structures are: Functional, product-based, geographic based, and the matrix organization structure. In a functional structure, teams are created based on corporate functions in a bottom-up manner. *figure 1 The different divisions (creative, accounts, etc.) are coordinated and the decision making process is centralized by the top level management. Functional managements are less product-based and more technical; the managers are skilled in their functional division and weak in areas such as, future product-business plans. The advantage of this structure is it maximizes the functional performance of each division separately and cultivates specialists within each division. From a personal experience, dealing with functional structure management is organized since each individual is assigned to a specific task, e.g. if I had any salary issues I would approach the payroll manager in the Human Resource department. Unlike functional-based structure, a product- based structure is employed in an organization that has several product lines. ...read more.

Middle

I metaphorically compared a successful organization to a Formula 1 car; the wheels that move the vehicle forward are the employees, the steering wheel that formulate the transformation of the employees/wheels is trust and loyalty, the petrol poured inside the engine is motivation, the strength of the vehicle depends totally on the internal structure exactly like organizations, and the driver is the manager that drives the team/firm towards success in the modern race. Managers in different organizations have different theories to relate to. In Emaar, managers exercised the scientific management theory in operation. The scientific management theory or Taylorism (Fredrick Winslow Taylor 1856-1917) is "matching people to the task and supervising, rewarding and punishing them according to their performance. The job of management was to plan and control the work." (Crainer 1996). The organizational theory adopted in Emaar underpins the Taylorism management practice employed in our department because: (1) the top management /board members practice a 'systems approach' which means they are not involved with the daily operation, the final output is their concern. (2) The structure of the company is product based and the product/service is the main objective of each department. (3) Our department's culture is the 'power culture'. The structure, culture and management pressure supports a Taylorism management style only I am against Taylorism because, when an organization hires an employee, they place many job requirements and shortlist candidates to choose the right one. Putting all these candidates together and imposing a scientific management theory on them means deploying their inner potential that might be beneficial to the company. I suggest multinational organizations like Emaar should impose the human-relations approach to build an employee-management relationship or a contingency approach; sticking to one forceful style has one outcome which is degraded employees that will find the first opportunity to leave. Having a connection between the management and its employees would create a strong bond; motivated employees could come up with creative suggestions that might benefit the organization. ...read more.

Conclusion

the managing director at Hamptons was able to have weekly meetings with the Hamptons Oman team that is operating abroad, he used to discuss the reports and assign tasks through a web video camera. Without that the MD wouldn't be able to communicate with his team effectively which may lead to a team crash. Another example is that all sales staff at Hamptons used to locate each other through GPRS and communicate before deciding which agent takes the customer for orientation easing communication and teamwork. I was previously employed at Hamptons Real Estate Dubai branch; the company consisted of around 200 employees in Dubai and 50 employees in Abu Dhabi branch. Abu Dhabi team scored sales that were below the assigned target. Abu Dhabi was divided geographically between agents and some agents were selling properties in other agents' designated areas, and that created a clash. It is proven in this case that the Abu Dhabi team are competing individually to earn the highest sales record and commission. In my opinion, the solution in this case is within the team itself. It is evident that the sales manager is creating a rivalry between agents for a competition to happen, and the competition here is bringing the team to a definite lose. The sales manager designation should be revoked and the leadership should be divided between the whole team, the roles should be balanced equally to make every individual feel motivated. Since the commission is the main motivational aspect in this case, then i recommend re-designing the commission of every sale to make it 50% to the team and 50% to the agent himself; this would encourage teamwork. In conclusion, during the forming, storming and norming stages, problems may arise that affect the performance of the team; some issues might even bring the team to an end. If all members work together to overcome obstacles then the team would be an epic. This commitment would create a team identity and loyalty, in parallel, the high performance would create a multi-disciplinary team that is ready to develop with set team dynamics. ...read more.

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