A Hierarchical structure is a term used to organise a business into different categories of employees that contain multiple types of groups, which would be typically in a chain of commands that is usually in a pyramid that contains a large number of employees, so the lower part of the pyramid having the responsibility of a small role, meanwhile the upper part of the pyramid consists of roles that carry a big responsibility. However, there is one rank that is one
The hierarchical organization structure is pyramid-shaped. At the top of the structure is a single person, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure.
Herzberg, a pioneer in motivation theory, determined that there are two factors that motivate employees: high-order needs and low-order needs. Those high-order needs are met by intrinsic motivation, such as fulfilling our personal needs and growth: achievements, recognition, promotions, work itself, and responsibility. He refers to low-order needs as hygienic factors; those needs cannot motivate employees but can minimize dissatisfaction in the work-place. Hygienic factors include, pay, company guidelines, quality of supervision, working conditions, relationships with co-workers, and job security (Damij, 2015, p.2).
the different types of management structures with other types of organizations with taller hierarchical, example an acute hospital administrators have numerous specialists as department heads dealing with areas such as Human Resources, Finance, Planning, Marketing and Social Services, while Long Term Care Administrators have to handle many of these areas
According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company
CHS has implemented a motivational style that follows the “if-then” guidelines. CHS promotes theories that follow Herzberg Motivation Theory along with Path-Goal theory all contributing to the growth and motivation of an employee. Herzberg Theory states that if certain needs are met such as recognition, achievement, advancement and challenging work (hygiene factors) then an employee is satisfied or dissatisfied. Path-Goal theory model is a theory based on specifying a leader 's style or behavior that best fits the employee and the work environment in order to achieve a goal. During the interview, we expanded on these theories and how he felt that they were active in his
Matrix organizational structures combine the characteristics of a functional and divisional organizational structure. The matrix organizational structure works more like a team. Instead of department heads, each team has a leader. Matrix organizational structures bring together employees who focus on a project, but fill different roles from across your business. The matrix organizational structure has the most decentralization, which means it can confuse employees about who is in charge. The matrix organizational structure is appropriate if your business operates on an international level, or serves different geographic regions.
Herzberg’s two factor theory of motivation at the workplace shows the difference between two factors of motivation. The two factors being satisfiers, which are the main causes for job satisfaction (motivation), from hygiene factors which are the main causes for job dissatisfaction (demotivation to stay in the job). Examples of motivating factors are achievement, recognition, responsibility and the work itself. Hygiene factors include: working conditions, salary, relationship with colleagues, supervision, etc. An organisation needs to influence satisfiers through performance management using range of tools such as: job descriptions, supervision, performance appraisals, continuous development/training, rewards and career development.
M2: Analyse the advantages and disadvantages of the interrelationships between organizational functions and its impact that can have upon organizational structure.
The subject of motivation has been an important component in both theoretical and applied literature. There are many reasons why the motivational theories have generated so much discussion. In an organization motivation has been considered an important factor because employee motivation is considered essential for an organization 's status within the business environment and the community. The two motivation theories selected for this paper is Maslow’s Hierarchy of Needs and Herzberg hygiene factors.
According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.
One pioneer in motivation theory, Frederick Herzberg posited that the only way to motivate employees long-term is to give them challenging work where they can assume responsibility. According to Herzberg there are two dimensions to jib satisfaction: motivation and hygiene. Hygiene refers to variables that relate to an employee’s environment such as company policies, supervision, salary and working conditions. Herzberg perceived the hygiene factors not as motivators, but as areas of potential dissatisfaction. Herzberg claimed that if employers satisfactorily address hygiene issues, there is greater employee satisfaction.