The business manager (City Limits manager) follows, his role is to organise his staff, to motivate them and ensure that the staff know what is going on in City Limits. He has a deputy manager who reports to him.
From the manager City Limits has department managers e.g. bowling manager, Gym manager, Arcade manager and the restaurants/bar manager. These have a number of staff below them working in their departments and are in charge of the day-day running of their departments at City Limits and work alongside administrative, production, sales representatives and promotions. Some of the department managers have assistants.
Communications going on up and down the structure, instructions are passed down from the directors and complaints are passed up, discipline is exercised by a person in a higher level over some one in the lower level.
Each level can, delegate its power to lower level, managers away may delegate to an assistant this aids City Limits because the managers area away does not hold back want needs to be done thus helping it meet is objectives.
Communication channels
City Limits uses a number of ways to communicate both internal and external of the business. The managers speak to each other or to their staff face-face, internal telephone and memos they also use CB’s. This is very important as it motivates employees and also helps them resolve problems on site straight away not having to wait days as they see each other every day. Resolving problems helps city limits work more effectively and increase sale therefore meeting its objectives.
Directors at the top communicate downwards to the managers when providing information and giving instructions decisions that they have already made.
The managers use upwards communication when feeding back ideas and complaints from the workforce are needed and valued by management which has to monitor to what extent City Limits objectives are being achieved. As the different departments at City Limits work a long side each other and co-ordinate their activities to achieve their objectives they use later communication. For example the HR department will provide the finance department with the number of staff who need training so that the finance department pays the money.
The managers also communicate formally. For example, if a member of staff is to face disciplinary procedure in order this to be effective it follows formal guidelines. They also use restricted channels for example if the managing director is communicating to the regional manager. This is used because this information is aimed at one person who needs to take action on it. This saves time and effort as information is sent and received only were it is needed. As you can see from the above channels of communication at city limits information flows very effectively and only goes were it is needed and action is take immediately, which helps city limits meet it objectives as good and effective communication is vital to its success.
Delayering
From the organisational structure you can see that some layers have been stripped out, this saves money as salaries are kept aback in the business. And improves communication with in the business as there not many layers for the information to go through were it could get lost.
Scottish and Newcastle have collective independent operating units which ultimately answer to the top management; the top directors do not make all the decisions but delegate decision making to a lower lever in the organisational structure. This makes the structure decentralised. Top directors not making decisions for City limits means that the managers who work in City Limits can make decisions that suit them according to the change in the market, basically they use the knowledge of what is happening all round then to make decisions which top directors wouldn’t do as they don’t work at City Limits to know what is happening locally. Managers being able to make some decisions helps City Limits meet is objective as decision are made according to what is happening locally in City Limits.
Management style
The managements style in the organisation differs from manager to manger and is affected by there level in the organisational structure. The managers in City Limits have a democratic style of leadership; they make the decisions but consult with the employees in the process. This motivates employees and makes them work harder and more effectively helping City Limits meet it objectives. But as you go high in the organisational structure the managements tends to move to autocratic this is due to a number of factors, e.g. time; directors don’t have time to go speaking to all employees in the business before making decisions however they might speak to the regional managers.
Business culture
Scottish and Newcastle has a more role culture which involves reliance on rule and procedures, tasks are clearly defined and a clear chain of command. Having this kind of culture means that all Scottish and Newcastle employees know which tasks they have to under take and what is expected of them, in terms of standards and quality this improves efficiency. However one could argue that City Limits has a task culture.