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组织的结构和文化 许多组织都通过许多特定的方式被建立以达到不同目标,和一个组织的结构可以帮助其实现这些目标的进展。这两个小型和大型组织能够实现更高的销售额和其他利润通过匹配他们的需求和他们所使用的结构——一天的基础上。主要的四种不同类型的组织结构是矩阵结构,分区,功能和层次结构。(Writing, 2011) 根据其目的,建立了功能结构的每个部分组织分组。在这种类型的组织,例如,可能会有销售部门、销售部门和生产部门。小企业的功能结构非常有效地工作,每个部门可以依赖员工的知识和才华,能够支持本身。有缺陷的功能结构,各个部门之间的沟通和协调可以限制的组织边界有很多不同的部门独立工作。(Writing, 2011)
Many Organisations are set up in certain ways to achieve different objectives, and the structure of an organisation could help its progress towards accomplishing these objectives. Organisations both small and large are able to achieve higher sales and other profit by matching their needs with the structure they use on a day- to-day basis to operate. The main four different types of organisational structures are the matrix structure, divisional, functional and hierarchy. (Writing, 2011) The functional structure is set up so each portion of the organisation is grouped according to its purpose. Within this type of organisation for example, there may be a sales department, marketing department and a production department. The functional structure works very efficiently for small business in which each individual department could rely on the knowledge and talent of its employees and be able to support itself. There are drawbacks for having a functional structure, where the communication and the coordination between each individual department could be restricted by the organisational boundaries of having many different departments working individually. (Writing, 2011) The second main type of structure is the divisional structure which is mainly used in larger companies that can operate in a wide geographic area or that contain a separate organisation that is small within the umbrella group in order to cover different types of market areas or products. For example, the now-defunct Tecumseh Products Company was organised divisionally with a very small engine division and parts divisions for each individual geographic area to handle certain needs. The advantage of this structure is that the needs could be met more frequently and specifically, whereas communication is inhibited because employees in various divisions are not working together. (Writing, 2011) However, the divisional structure is very expensive because of the size and scope. The small business could use a divisional structure on a very small scale, having several offices in different parts of the city, for example, assigning various sales teams to manage and handle different geographic areas. (Writing, 2011) The matrix structure is a hybrid of functional and divisional structure. Its mainly used in large multinational companies, the matrix structure can be beneficial because of the divisional and functional structures that exists in one organisation, which can create power struggles because the majority of areas of the company may have a dual management, divisional or product manager and a functional manager that works at the same level and covering certain or some of the same managerial territory. In Kanter's (1984) study its showed that the processes are the most conducive to the innovation, she demonstrates the importance of the matrix structures, problem solving 'parallel' organisations that are looking for a innovative solution to an issue and a participative style of management. (Writing, 2011) Another type of an organisational structure is a hierarchical because it defines an individual employee's position or role within the organisation, which also helps define the nature of the relationship between the employees'. (Learn Management, 2011) Hierarchical organisations are usually quite tall with a very narrow span of control, which expands due to a move down in the structure. They're often centralised with the most vital decisions that are being made by the senior management. (Learn Management, 2011) The main use of a hierarchy in a human society is to make sure there's a clear chain of command, the structure also helps clarify the job function by providing each person with a clear sense of whom they supervise or report to. However it will be considerably difficult imagining an organisation functioning without any form or type of structure. (Learn Management, 2011) The disadvantages of hierarchy structure is that it will not be able to exist on its own, one of the major issues is that it gives a lot of power to the people at the top of the structure which can then lead to disputes and corruption. For example, many organisations have a board that have the authority to hire, dismiss or supervise top executives, as well as overseeing and setting up specific policies. The board mainly exits outside the hierarchy structure but in theory it's supposed to behave more democratically. (Learn Management, 2011) There are further problems which occur in a hierarchy structure other then issues arising from the concentration of power, such as overspecialization and disconnection among units within the structure that are not related. For instance, organisations use a hierarchy structure in order for them not to interact with people other then their supervisor and those who they supervise underneath them, which can then lead to lack of communication, inefficiency and duplication of the work. Most of the organisations pair hierarchy with many other structures, so that there could be a very clear chain of command, which people are encouraged looking at the organisation internally and externally and are given a set of guidelines of how they could interact in other areas within the organisation. (Learn Management, 2011) The concepts of the culture, power and politics come together to embrace much of which is included within the organisation as hidden parts. This plays a very vital role in helping the process of change as stated by Morgan (1989) said," The culture and politics of many organiza- tions constrain the degree of change and transformation in which they can successfully engage, even though such change may be highly desirable for meeting the challenges and demands of the wider environment." (Senior and Fleming, 2006) Changes could be planned in the terms of a more formal organisational characteristic, which is the hidden informal aspect of the organisational life that caused the organisation to become successful. (Fincham and Rhodes, 2005), (Senior and Fleming, 2006) The characteristic of the culture is its persistence because it encourages worker commitment, it also places a very high degree of control in the hands of the management, and it helps enhance the organisational effectiveness. A corollary of various factors is inevitable due to the tendency towards the organisation is inertia that's within the organisation that emerges to resist to change. However when change does occur in an organisation a sequential process of an organisation that widely collapse, revolutionary and the replacement of a new monolithic perspective. (Senior and Fleming, 2006) Culture has a very long agenda of various management theorists. A change in the culture means changing the images and values that inform action, and the corporate ethos and new ways of understanding the organisational life, which is in the management process. There are numerous aspects of culture such as an evaluative element that involves standards the values, social expectations and the beliefs that people hold the central and bind the organisational groups. A set of material elements or artefacts could be the culture, as there are symbols and signs that an organisation is easily recognized by but they're also the behaviour of employees, events and also the people who embody the culture. The medium of culture is mainly social interaction, and also the web of communication that may constitute a whole community. Employee's with share language is important due to the fact that it expresses and dignifies a very unique organisational culture. (Fincham and Rhodes, 2005) The culture is the most important factor that accounts for the success or the failure of the organisation, which was argued in 1982 by Deal and Kennedy. They identified four very distinctive keys of dimensions of the culture, such as the Values, which are the beliefs that lie at the heart of the organisation culture. Another key dimension of culture is the Heroes who are the people within the organisation who embody values, also the Rites and rituals that is the routines of interaction that ensures strong symbolic qualities. The culture network is the hidden hierarchy of power or the informal communication system within the organisation. (Fincham and Rhodes, 2005) However Peters and Waterman 1982 suggested that a psychological theory of the link between the organisation performance and the organisational culture. The culture could be looked at as a reward of work, and that we sacrifice a lot to an organisation and culture is a form of return to their efforts. (Fincham and Rhodes, 2005) |
