Professional Documents
Culture Documents
TYPES OF STRUCTURE
TALL STRUCTURE
The organization which works under the tall structures is characterized by more levels of managers and
supervisors. In a tall structure the span of control (no superior should have more than 5 or 6 subordinates)
is narrow. Tall structure provide more control and direction from the organization point of view and from
the point of view of employees they are more restrictive and the taking of decision is also very few. In
tall structure it is easy for the manager to keep in touch with employees and their department because of
few subordinates and narrow area to supervise.
FLAT STRUCTURE
The organization which works under the flat structure have few levels of managers and the span of
control in flat structure is wide. In this structure organizers are unable to control and direct the
organization due to the wide structure the organizers are unable to keep in touch with employees.
FUNCTIONAL STRUCTURE:
In a function structure employees work on a function of a specific job in an organization. According to
the functional areas the organization is structured. In this structure groups are specialized in similar skills
in different areas and organization is coordinated with a top management.
DIVISIONAL STRUCTURE:
This structure is formed when organization is divided into number of units. This structure is applied in
large companies.
Amazon.com incorporates a multidivisional structure where each function such as marketing, operations,
development and others get their own domain. Each functional division has its own CEO who is directly
responsible and accountable for overseeing the workings of the functions. Each CEO of Amazon gets
autonomy over how to run their divisions and collaborations are done between functions through CEO
level.
Bata also has a divisional structure based on functional areas. All functional heads report back to the
Managing Director. The advantages and disadvantages for both Bata and Amazon would be the same on a
core basis.
Amazon
Organizations have their own structure and culture. If there is any informality in the organization culture
and employees believe that they are a part of organization then behavior effect positively. Culture and
structure is very important for an organization in a culture there are many people belong to different
groups and the structure of organization is made from the people if there is unity of command, Span of
control and intrinsic motivation so it effect the motivation level of the employees. In organization if they
have a good culture and they have the good social norms, values and ethical behavior so culture
automatically control behavior .Culture is develop by good social norms, good contents, good peer group
and culture cannot be reinforced, it is link with the inner behavior and change is also continuous process.
In organization good and positive behavior controls the culture aspects. Culture also pushes the member
to behave in a way that is counter to the formal mission and goals of organization but it can be changed
through inter personal skills and good behavior. In organization good, positive and progressive culture
and structure is shared among the people. Organizational structure is the way in which the interrelated
groups within and organizations are set up to allow them function smoothly from a large stand point. The
two main purpose of successful organizational structure is to ensure effective communication between
various parts of the company, as well as to increase coordination between different departments.
Bata
Culture and structure is important in organization but each organization has their own structure and
culture. According to this organization, there is not a specific culture in organization but through
employees and their related environment culture is develop. They develop their own culture according to
their own requirement. Culture controls the behavior of employees according to their nature which
accepts the efforts to that culture. They develop that culture which they need. Culture depends upon the
nature of employees it develop the behavior of employees according to that culture. Culture does not
remain the same but the unwanted culture will changed according to mew environment. In organization
culture is made when employees share their own culture. Employees are not involved during taking of the
decision they are totally depended upon the orders of their boss. Through structure it is easy for the
organization for placement of employees, staffing and they also know how many employees are required
for the jobs in organization. In the absence of structure some difficulties occurs for the organization that
how many employees they need for the job and how they control the organization.
Amazon
Amazon is known for paternalistic style of management based on, a family like environment where every
employee is aware of their responsibilities. Every organization has its own rules but every boss has
sufficient powers to run the show smoothly. Amazon goal oriented organization, where the whole of the
organization wok as a single unit.
Amazons key staff push their subordinates to do their best. Over all Amazon as an organization, holds
the employees satisfaction with the job at moderate. Amazon provides a competitive environment for its
employees.
Bata
Bata Bangladesh being a local company shows classical management traits. Branch level manager cannot
take decisions only high level management can take decisions. Managers only gave order on day to day
basis and implement the orders which are given by high level management. Goals are mostly related to
the development of the organization. As it is a commercial organization so all employees work as a single
team. Conflict occurs between managers and employees due to personal and organizational goals. No
such conflicts occur between manager and owner because they cannot afford it.
organization, systems and processes. There are number of leadership styles which are adopted by the
leaders. From this book we conclude that on the bases of authority there r three basic styles used by the
leaders
Leadership Styles
Autocratic Style:
In this style all the power is in the hand of the leader he has the authority from making decisions and
sating ogles to give or with draw punishment and rewards. Whereas some autocratic leaders may act as
benevolent autocrats.
Democratic Style:
This style is also called participative style. This style is based on consultation in this style of leadership;
leaders make decisions in consultation with sub-ordinates. In this style authority is distributed and
decision making is sheared.
Free-rein Style:
In this style the power or the authority in the hand of the leader is very little while the subordinates are
independent to set their goals and make their decisions. Leader is limited to the meters of the outside and
he has to provide information and resources for his workers to increase output.
Production Oriented Style:
This style is also called task oriented style of leadership in this style the leader gets satisfaction when
he looks that his task is successfully performed and he does not bother about his workers.
Production Oriented:
This style is used in head office. It refers to such leadership style whereby the leader laid entire emphasis
on production or work. They believe in getting hard, more and better work from their subordinates. Manly
they are concerned with more output. They mostly are maximizing production. To them employees are of
less or no importance. Instead they emphasize more work and more output. Their management
techniques, ogles and policies all aim at maximizing output, by working round the clock, keeping work
force constantly busy and attaining high standards of quality. If they do not do this then workers are relax
and do not complete their work in time. If they do not achieve their tasks in time which they are given so
then they also have to be punished. By demoting them or cutting salaries etc. Because they have enough
employs to work for them so they dont care about employees they only care about their production.
and innovation in the workplace. In this stage it is answer that can influence the individual behavior in the
workplace and to determine the organizational structure and culture it is essential for the management to
emphasis upon the organizational theories and concepts.
The scientific management approach: The scientific management applause emphasis upon the
improvement of the workforce by increasing the productivity in the workplace. According to this
approach it is observed that the employees should buy from their job in an efficient manner based on the
technical structuring of the given job responsibilities.
The classical management approach: The classical management approach takes into account the rational
and logical behavior in the workplace. It also takes into account the planning of the work based on the
requirements and nature of the organization.
Bureaucratic approach: The bureaucratic approach is based on the size and complexity of the
organization. It is also associated with the hierarchy organizational structure. In addition to it is also
observed that the complexity and size of the organization has significant influence towards the
bureaucratic approach.
Human relations approach: The human relations approach is based on the oversimplified is and concepts.
It is also identified as insufficiently scientific approach that ignores the role of organization itself.
System approach: The system approach to management can be defined as the consent in which the
activities of the companies are interconnected based on the purposive system. In this stage input, process
and outward are three prime determinants in order to apply the system approach in the organizational
context.
Contingency approach: The contingency approach has significant influence towards the improvement of
the organizational performance. It is also defined as the extension of system approach by the previous
researchers while identifying the management approach. In this stage it is observed that the contingency
approach highlights the possible means of differentiating among alternative forms of organization for the
management.
In this theory McClellands has identified three types of basic motivating needs are need for power, need
for affiliation and need for achievement.
TYPES OF GROUPS
FORMAL GROUP
Formal and Informal groups are most directly applicable.
There are many formally designated work groups such as, committees in the modern organization .the
functional departments committees (finance, marketing, operations and human resource) and now cross
functional team is example.
INFORMAL GROUPS
These groups are form for political, friendship, or common interest problem, for political purpose. The in
formal groups may form to attempt to get its shares of rewards or limited resources .Friendship groups
may form on the job and carry on outside the work place. Common interest in sports or ways to get back
at management can also bind members into informal groups.
OTHER TYPES OF GROUPS
PRIMARY GROUPS
Often the term small groups and primary groups are used interchangeably there is a difference. A small
group has to meet only the small size group. Thus all primary groups are small groups, but not all small
groups are primary groups. Besides primary groups there are also other classification of groups that
important to study organization behavior the important distinction are between membership and reference
groups and between in groups and out groups. The membership group are those to which the individually
actually belongs. Reference groups are those to which the individual would like to belong (those he or she
identifies with). These differences can be summarized by noting that membership groups are those group
to which individual actually belong. In groups are those groups who have or shares the dominant values
and out groups are those groups on the outside looking in. All these types of groups are important to study
organization behavior.
GROUP FORMATION
More established social psychology explanation for group formation there are also some generally
recognized stages of group formation.
FORMING
Groups members are not sure about the purpose, structure and task etc. STORMING
There may be considerable disagreement among the members about rules and duties.
NORMING
Finally at this stage the member begin to settle into cooperation.
PERFORMING
This is the stage where the group is fully functioning and devoted effectively the task agreed on in the
normal stage.
ADJOURNING
This represents the end of group which is ongoing; permanent group will never be reached. Once the
objective is accomplished the group will have a new composition and the stages will start over and again.
An alternative model that has most recently been proposed as an explanation for group formation process
called punctuated equilibrium model. According to this approach group form in the first phase in a target
or mission is set and then or not uttered easily due to process called inertia or systemic resistance to
change.
Lack of professionalism
Lack of co-ordination
Lack of responsibility (if the manager will not be responsible so the team work will be affected)
Job of enlargement (job enlargement effect the team work in UBL)
Organization structure
Supervisor expertise
Selection of right person for right job
Communication gap (City to city gap among manager effect the group work in organization)
Lack of integrity
Target market selection
Democratic type of leadership can affect the group work
Job enlargement
Supervisor expertise
Communication gape (city to city or country to country gap among the manager is the bigger cause
that affect the team work in an organization.
Lack of responsibility (in proper work and late for job can affect the team work in that organization.
Selection of right person for right job.
Lack of co-ordination.
Lack of responsibility (if the manager will not be responsible so the team work will be affected)
Job of enlargement (job enlargement affect the team work in Bata)
Organization structure.
Relevant suggestion how to improve team work
You can organize online or network multiplayer games for employees on a Friday
afternoon. Games boost everyone's spirits and remove the stress that's prevalent in
office. This will be very effective if the teams play together. But this will applicable
for a younger age groups and will be a very effective method.
5. Groupware:
Enables teams to plan meetings, collaborate, delegate all within a virtual
environment which can often be accessed remotely from anywhere in the world.