Organizational structure can be viewed as the way responsibility and power are allocated inside the organization and work procedures are carried out by organizational members. Organizational structure can also be defines as the organization’s internal pattern of relationships, authority, and communication. Organizations must fit structure and processes if the strategy wants produce positive results. The relationship between structure and performance, however, is more tenuous and is mediated by many other organizational constructs. For this reason, it’s believed that a linkage between organizational structure and communication may improve communication capabilities, resulting in different levels of integration.
Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. Thus, for example we can procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. Although, we can say in an organization of any size or complexity, employees' responsibilities typically are defined by what they do so over time these definitions are assigned to positions in the organization rather than to specific individuals. On other hand, the organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of
Answer 1: An organizational structure can be defined as the logical arrangement of tasks, duties and roles and responsibilities with the aim to achieve the previously detemined objectives of the organization. In simpler terms an organizational structure defines how the activities such as coordination, allocation of tasks and supervision can be directed towards the achievement of organizational aims. Organizational Structure can also be considered as the viewing transparent glass or a perspective through which employees see and perceive their organization and its environment. Matrix Model A matrix organization structure is defined as one where there are multiple lines of reporting in the hierarchy, i.e. people have more than one formal boss.
they can be as research workers, supervisor.The objective of any human resource department is to make sure the organisation has and retains people with the skills required to manage the company’s goals. Earlier times, HRM was known as personnel management. HRM is the modern form of personnel management, there isn’t much difference between HRM and personnel, but there are matter that differentiate between those two approaches. Personnel management is an administrative and drill function. It’s a standard approach of organising employees and insure the relationship plus the work place which happens to be the consideration of this point.
Questions: 1. Organization structure and communication a. Explain what an organization structure. An organizational structure tells and defines how activities like task allocation, supervision and coordination which are directed towards the achievement and the goal of the organization. It’s also considered as the perspective through which the individuals see the organization.
Management information should emerge as a by-product of the information that is collected, recorded and processed as part of the day-to-day work of an organization. However, the concept of a ‘system’ is a useful way of interpreting what happens in organizations and can be applied to information systems. A system is a set of interdependent parts that operate together to accomplish an objective the inputs, transformation processes and outputs are : Any system has a set of inputs that are then processed (‘transformed’) before emerging as
It is a process for establishing a shared workforce understanding about what has to be achieved within an organization level. It is about aligning the organisational objectives along with the employees’ agreed measures, skills, delivery of results etc. Performance Appraisal has to be conducted as well, it is a process of systematically evaluating performance and providing feedback upon which performance can be
‘to facilitate the development of relationship-based approaches, which embrace a holistic understanding of clients, of practitioners and of the nature and contexts of social work practice, there is a need for practitioners to be afforded the time and space to respond thoughtfully – reflectively- to the unique, complex and dynamic situations they encounter’. (Ruch, 2005) Trust, mutual respect, mindfulness, welcoming diversity and open communication are generally considered as important building blocks for developing good relationships The work identities and relationships are important for development, well-being, success and performance of individuals and groups at workplace (Baker, Cross, and Wooten, 2003; Dutton & Heaphy, 2003; Flum, 2001; Gibbons, 2004; Hall & Kahn, 2002; Lord & Brown, 2001; Morrison, 2002; Ragins, Cotton and Miller, 2000; Sherony and Green, 2002; Wrzesniewski, Dutton and Debebe, 2003) Kling and Zmuidzinas (1994) identify three types of organizational change: “Metamorphosis” - far reaching, fundamental change “Migration” - shifts toward a new form “Elaboration” - changes that enhance some aspect of
Now, talent management is an organizational function that is taken far more seriously. Human Resource Management and organizations are closely interrelated systems that work together within organized boundaries. Human Resource Management aims at achieving organizational success, meeting the expectations of the employees, developing knowledge, skills and abilities of employees, improving the quality of working life and manage human resources in an ethical and socially responsible