Harrison Typology

The organisational structure that the charity RSPCA has is a flat structure which between management and the worker level employees has few or no levels of management. This type of business structure displays the workers with the higher levels of authority and control on the higher levels. Then the workers with the least control and authority are on the lower levels of the flat organisational structure. The RSPCA using a flat organisational structure has management levels of a few or one. Meaning a ‘Chain of Command’ from top to bottom will be short while the ‘span of control is wide’. The span of control means where the managers are responsible for a certain number of workers each at RSPCA.

System I refers to the "exploitive, authoritative organization" (Likert 1961). Organizations of this type use fear tactics to exert control through hierarchical

A descriptive methodology will be used to determine the current culture of the Organisation, through research and survey from the Organisation’s website and from current employees. This is going to give us a general picture of the current culture and also analysed to determine how effective the current culture is.

“Organisations need strong culture”. Consider this statement in relation to how we understand and make sense of culture in the post-bureaucratic era.

Geert Hofstede, G. J. (2010). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill

When an organization does not use a holistic approach towards their culture, structure and systems, the organization could create a poor working environment for its employees and poor results for their customers. An example of culture, structure and systems not working well together can be seen in General Motors (GM). GM prior to its bankruptcy was seen to be a “highly bureaucratic company in which brands, departments and regions operated like self-governing and competing states with a federation” (Smerd, J. 2009).

The purpose of this paper is to define and explain the bureaucratic organization listing the characteristics and identifying the main principles. In addition to define an agile organization listing the characteristics and identifying and listing the nine steps of management by objectives. Also listing the advantages and disadvantages of both the bureaucratic and agile organizations. This information is imperative to the police department. Decisions will be made as to the type of organization is the best choice for our department.

The bureaucratic model of leadership is based on the concept of fixed duties that are maintained through a hierarchy of authority. Max Weber (1800) believed that organizations had one critical weakness and that was closely interacting with employees and simulating a family or community like environment. He believed that the only way that and organisation could be run was by separating work and pleasure and ensuring that employees followed a stick code of conduct which would be enforced and managed by more trustworthy and higher ranking employees. However while prominent for over a century the bureaucratic management model has become scarcely used in the last few decades as more and more organisations seem to be gradually reverting to pre bureaucratic values. Organisations like Valve and Google have cause the diminishment of the

The handling of power is also paramount in an organization. Boleman and Deal offer meaningful insight in this aspect. They observe the following,

Mintzberg (1981) added that centralisation tend to happen within the divisions as they hold the responsibility of their performances. However divisional structure is difficult to be dynamic because of the procedures and red tape they have to go though to make a change.

Furthermore, the power the rule comes from the leader’s position and the idea that he or she is the most capable of making the decisions. The legitimacy of rule relies on loyalty

Leadership comprises of a leader and their followers, and their interactions, where the leader utilizes their influence on their followers. Clawson states, "Leadership is about managing energy, first in leaders and then in their followers" (Clawson, 2006). The influence that a leader has on their followers is power. A leader can express their power in various manners, in French and Raven’s (1959) Five Base Model of power, a characterization of power in leadership and management, defined in five bases and citied by Hinken and Schrieshiem, (Bass, 1990) as followed:

There are four major culture types within an organization, namely the Clan, Adhocracy, Hierarchy and the Market (Kim & Quinn, 1999). These four cultures are translated into a model, named the Competing Values Framework. This framework shows the cultures, organized between two dimensions. The framework shows which culture coincides with which dimension, to show the effectiveness of the organization and the organizational culture.

xii). Although rather obvious that the higher level of leaders have a commanding subculture, rank is not the only condition, the reach of this group offers a substantial aspect to its power. Leaders at the highest levels of organizations control a more considerable territory – internal and external – and a greater number of employees.

Moving away from “Mechanistic” metaphor originated from the bureaucratic organizational theories in the early 1920s. Morgan (2006) presents a more biological view of the organization. Described as a living system the “Organism” metaphor is dependent on wider environment and functions. Such organizations are open systems and more inclined to adapt, grow, survive and to meet the needs of organizations to operate more efficiently. The flexibility to change to the best-suited structure also introduced. As organizations tend to appear and thrive in certain environments, the functions are adjusted to establish more orderly and stable environments. In line with Morgan’s “Organism” metaphor (Morgan. 2010), if they do not adapt, organizations become week and die when those needs not met.