Organisational Behaviour

Topics: Organizational studies, Organization, Management Pages: 6 (2117 words) Published: July 29, 2013
Explain how different types of organisational structure may affect organisational behaviour. Support your analysis by referring to the literature and by comparing and contrasting two different organisations. Just as the environment impacts each individuals behaviour it is typical of an organisation’s structure to impact its employee’s behaviour. There have been many different studies which illustrate the impact of the organisation’s structure on human behaviour, such as the studies of Henry Ford, Taylors taylorism theory and the Hawther studies and work conducted by the likes of Koike and Darrah. To answer the question of how structure may affect organisational behaviour we must first define what organisational structure and behaviour is. Organizational structure defines how job tasks are formally divided, grouped and coordinated and includes many elements such as the hierarchical level, the span of control, the chain of command, span of control, formalization, centralization and decentralization. Organisational behavior is simply the norm for how is meant for the people to behave in the organisation they belong and this can differ from organisation to organisation depending on how the structure and the culture of the organisation is, this includes the studies of psychology, communication and management. The structure of an organisation includes many elements as mentioned before, these elements all highlight the types of structure of an organisation has and impact the behavior of the organisation. Firstly the Hierarchal levels is quite self-explanatory, and just basically means the amount of levels of authority found in an organisation and it can be either very tall or very short, very tall meaning many different hierarchy levels with different levels of managers and many levels between the employees and the owners, and a Flat Hierarchical organisation would be the opposite of that and have only a few levels between the employees and owners. The second element to an organisation’s structure is the span of control. If an organisation has a high span of control then this means it his many employees who report to on manager, flat hierarchies usually have many employees reporting to on manager meaning it has a high span of control and the opposite is expected from an organisation with a tall hierarchical structure. The third element to the structure of an organisation is the chain of command. This is quite self-explanatory in its definition as it is the line of authority in the organisation from its lowest part to its highest and sets out specifically who reports to whom. The fourth element of an organisation is formalisation. This is the degree in which employees specific tasks are set out, some organisations will have a clear outline and way for the employees to preform there everyday tasks and questions on whether employees should have a clear job definition. Some organisations will give their staff more freedom to do their tasks than other whereas some will have a clear cut way of doing things and will be told when how their tasks will be performed, the degree of control will vary from organisation to organisation. The fifth element to consider when analysing an organisations structure is work specialization…………………………………………………………… The sixth element is centralisation and decentralisation, this considers the question as to where the decision making power lays. The more centralised an organisation is the more power the top management have for decision making, the more decentralised an organisation is the more power lower level branched out managers have for decision making, therefore we can see that centralisation basically questions where the decision making power in an organisation lays. The final element of an organisations structure is departmentalisation, which illustrates the method in which an organisation sets out its separate departments and the way the jobs and tasks are performs based there functions, or product...
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