Circular Organisational Structure.. Standard Circular Organisational

An advantage of Tesco PLC being part of a hierarchical structure is having a clear authority in each of the levels. This is an advantage because of the various levels having different levels of responsibilities and authorities. As top of the hierarchical structure as shown in the diagram above is the manager director who is the one to have the most control and authority its where the managers will confide in for guidance. Due to being on the level under the manager director as the manager director for example will have their say over what the managers will do. As the hierarchical structure descends there’s less control and authority. Furthermore, is an advantage because Tesco PLC for example, would be able

Organization is based on several levels with each different authority. Information flows gradually from the bottom to the top level, as well as tiered command line from top to bottom. Hierarchical system as it was made into a rigid bureaucracy and made the decision-making process becomes fragmented because of the flow of information and commands only run vertically. For example, the organizational structure of the Ministry of Internal Transport of Sri Langka at least has seven levels of bureaucracy, from bottom to higher levels start from additional deputy director, deputy director, director, additional secretary, secretary, deputy minister, and minister. Such hierarchy is likely to cause substantial distortion, in terms of information delivery from the bottom to the top and in terms of translating messages or orders from

Every organisation has a different organisational structure. The private sector is funded by private investors, these invest capital into a business in hope of returning a greater capital in the future, they are generally profit drive. A public sector is an organisation generally funded by the public and state. The organisations are required to offer a service which will benefit the whole of society for example the NHS. A voluntary sector is an organisation based on non-profit, and are not funded by the state. They are used to fill gaps within the market which private and public sectors cannot do. The company I work for would fall under the private sector, our company has directors and business partners who put money into the company or use our services to benefit their own companies.

“An organizational structure defines how job tasks are formally divided, grouped, and coordinated” (Robbins and Judge, 2007, p. 583). The six key elements that Robbins and Judge explain that managers need to address are; work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Coming from a military background, I find it easy and effective to bring in a strong chain of command. Robbins and Judge (2007) define chain of command as “an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom” (p. 542). This chain of command eliminates confusion, keeps employees working on their respective tasks without distracting others with any involvement on certain areas, and can help to break up the cliques. Currently there is a jumbled Sociogram depicting unilateral and bilateral communication throughout the organization. The chain of command can stream line this communication and ensure the right tasks are being delegated and communication can be effectively transferred through the appropriate levels to increase efficiency.

The company is geographically located in most major united states locations. It employs a hierarchal organizational design. One of the contributing factors to its success is the company’s success in providing a dining experience for its customers that excel in choices, price, customer service, and serving size. The company is known world-wide for its delicious cheesecakes with the key factor being the variety.

There is a strong relationship between structure types of an organization and its organizational life cycle. According to Friend (2016) Organizational structure is a system used to define a hierarchy within an organization; It identifies each job, its function and where it reports to within the organization and this structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth. In relations to organizational structure, we have to talk about the organizational life cycle. As Maurer (2016) states organizational life cycle (OLC) is a model that proposes that businesses, over time, progress through a fairly predictable sequence of developmental stages; this model is linked to the study of organizational growth and development and It is based on biological metaphor of living organisms,

For example, within the human resources department, all HR will share information and support the training and development of each employee.

The aims of organisations depend on the type of business they are. For example, the aims of a charity organisation will be quite different from those of a for-profit global business. A business needs to have a clear sense of direction, which must be clearly communicated to all stakeholders. This is the aim of the business which can then be broken down into smaller aims and objectives.

The United States Army is a hierarchical structure when it comes to chain of command. To fight a war the U.S. Army deploys a variety of specialized systems and soldiers to the battlefield. To do this the US Army has adopted the divisional organizational structure. The Army is divisional but is structured as a functional structure; Army, Corps, Division, Brigade, battalion, company, platoon, and squad (Powers, 2012).

Cons. While hierarchies were the favored form of organizing in the past, they should not be the key design in business. Hierarchies, characterized by tight controls, centralized decision-making, and clear-cut job descriptions, often alienate employees and promote an individualistic work mentality. Traditional management systems are increasingly a vanishing breed, no longer valuable or relevant in today’s increasingly human-capital-centric workplace.

The primary purpose of this paper is to perform an analysis on my organization and identify a problem that the organization is experiencing. To accomplish this task, a brief background of the organization, will first be provided. This will serve to establish a solid foundation for context. Then, the problem will be discussed in detail; to include the nature, as well as any applicable theories that will not only lend support to the paper, but also add additional value. After the issue is laid out, an analysis will be conducted on the nature of the problem. Again, this will help to frame the problem in a context that is easy to identify with. Lastly, a solution will be recommended that would be fit the needs of the organization via it’s members, in order to adequately address the problem.

The structure of an organization can vary depending on the company. This is responsible for maintaining and outlining specific duties or task within the organization. Depending on the company they can choose between a centralized or decentralized structure. Centralized organizational structures focus management authority and decision-making in a single executive team, with information flowing from top managers to various business units (Centralized Vs. Decentralized Organizational Design, David Ingram, 2017). Decentralized organizational structures, on the other hand, look more like multiple smaller representations of a single structure, featuring management redundancies and more close-knit chains of command (Centralized Vs. Decentralized Organizational Design, David Ingram, 2017). Within these, there are more specified structures with different advantages and

I mean this would not work if there was not an authoritative figure or if everyone wanted to be that one powerful person. Going back to an Air Force example even we have to follow our chain of command. Those individuals who are E-1 to E-3 do not want to be stuck on those ranks forever and want to continue getting more stripes. The Air Force have somewhat like a mentor to keep persuading individuals to see, understand, and imagine their maximum potential to get to where they want to be. Decision -making is a big deal in the Air Force, so those individuals who have the authoritative power know what they are about to do. When an individual is being promoted this person has to re-adapt to the new workload and even new assignments. A promotion can mean a variety of different new things because if this individual has a higher rank than one of his friends he has to put that new stance of I have somewhat more authority than you; it is just one more of those adjustment that that individual has to do. Decision –making is a big deal also because an individual for instance may want to help an airplane take off and he or she may not be one hundred percent trained, so that is when they have to use the knowledge they have gained and incorporate it into the job they are facing. (This can be for training purposes; we would not let someone who is not

The structure of an organisation is built in order to achieve the distinct tasks by the labour and coordination between teams to provide goods and services. Organisational structure is selected in order to have a basic work and consistency according to the situation. The most foremost factors in an organisation are skilled labours, mutual understanding among the fellows and direct control to frame a good result. A good structured organisation results in quality production, which can be taken into peoples consider through marketing. When an organisation tracks in a solid structure, management plans and tasks can be easily constructed and executed. In this essay, I have been explained about the concept of Mintzberg five

(Robbins, et al.2000) explains that “Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralised (to management) or decentralised (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation”. There is no any traditional organizational hierarchy in Semco for decision making and control. Every