This report will evaluate the concepts of organisational structure and organisational culture along with the environmental impacts which affect them. The report will then relate the concepts to The Buttermere Country House Hotel.

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0900421                                                                                                                             09/03/2011

  1. Introduction

This report will evaluate the concepts of organisational structure and organisational culture along with the environmental impacts which affect them. The report will then relate the concepts to The Buttermere Country House Hotel. ‘Globalisation has led to acceleration and vast change not only in technology and work processes, but also in organisational culture and structure’ (Sinangil, 2004). Globalisation has also led to multicultural workforce with many staff with different culture and background along with varying social, racial, and ability characteristics (Reference for Business, 2011). The prior references are few of the reasons of varied organisational structure and culture concepts in organisations worldwide. Understanding the elements that relate and hence influence the organisational structure and cultures worldwide, it is important to understand the influence of globalisation. Some of the factors that impact on globalisation are increasing free trade, technological advancements, rise of developing economies, transport is cheaper and quicker plus the removal of capital exchange controls globally (Tutor2u, 2010, Globalisation).

1.1 Overview of the Buttermere Country House Hotel

Buttermere Country House Hotel is an independent luxury hotel catering for all kinds of customers located in the English Lake District. The hotel is owned by the Lockett family. Mark and Linda are General Managers and Malcolm the son is in charge of spa and treatment centre. The hotel offers accommodation and catering/hospitality along with indoor and outdoor facilities/services (University of Bolton, 2011).

1.2 Organisational Structures

Organisational structures can be varied depending on organisations objectives/goals and impacts of organisational culture. The structure of an organisation will establish the method in how it will perform and operate to maximise success. A good structure clearly allocates and clarifies responsibilities of employees and departments. This analysis has been supported in the work of Adler (1997).The management within an organisation is very important as it creates a structure within which people work together to achieve success and directed towards company aims and objectives (Mullins, 2002). Mintzberg (1979) cited in Drucker (1999) emphasises the important acquaintances between an organisations age, size, strategy, technology, environment and culture and its structure. Mintzberg suggests four basic structures within an organisation (See Figure 1 Appendix). 

The structure within individual firms varies; some are flat structure, these are simpler with fewer sections of hierarchy and adapted mostly by smaller firms (See Fig 2 Appendix). The flat structures have fewer levels of management and broad span of control; this means fewer numbers of employees that each manager/supervisor is responsible for (LearnManagement2, 2010, Structures). The flat structure is much more adaptable with greater involvement of employees so better communication and creativity, this creates greater team spirit. They perform better in active business environments since they react quickly to these trading shifts (Grant and Kramer, 2006). Flat structure is a decentralised approach along with being an organic system (See Fig 3 Appendix) because of the strong leadership, communication and little bureaucracy however the structure limits the growth of a company and many employees have to multitask. To increase the growth the firms later on adapt a tall structure (Mullins, 2002). Organic and mechanistic are diverse systems. According to George and Jones (2005) organic structure is used to portray an organisational structure that is intended to promote flexibility so that employees have power to make decisions and has a team environment whereas the mechanistic system  is designed for employees to follow rules and directions plus follow assigned duties only. The systems were examined by Burns and Stalker in 1961, where they analysed twenty industrial UK firms to understand which system was utilised and how it was fit for change or specific circumstances (Boddy, 2002).

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 The opposite of a flat structure is the taller structure (See Fig 4 Appendix).  The structure is seen as a centralised approach or a mechanistic system (See Fig 3 Appendix). The taller structure is a more formal structure with many levels of hierarchy. The multiple levels of management control decision making processes and employees within the organisation. The decision making is slower even though it has a clear management control however employees have freedom restricted with limited empowerment, and this can also affect communication. In general tall structures tend to be less responsive to the environment however they still ...

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