Interdepartmental Communication Paper

Organizational structure is a system used to define a hierarchy within an organization which improves operational efficiency by providing clarity to employees at all levels of a company. A systematically outlined structure can also provide direction for internal promotions, allowing companies to create employee advancement routes for entry-level workers. In other words, it identifies each job, its function and where it reports to within the organization. Harley-Davidson’s organizational structure, for example, assists centralized control of the business through the company’s arrangement of its components in terms of their interactions and functions. As one of the world’s oldest motorcycle manufacturers in the world, Harley-Davidson Inc. maintains this organizational structure and centers its current focus on a limited number of markets. While the business continues to grow by international expansion, Harley-Davidson’s corporate structure focuses mainly on the fact that most of the company’s revenues are generated in the United States. Thus, Harley-Davidson has a functional organizational structure that is based on the company’s current focus on the motorcycle markets in developed countries, especially the United States, in addition to ensuring centralized control of business activities. The basic characteristics of Harley-Davidson’s organizational structure include Function based groups, Centralization, and Global hierarchy.

Next, the barriers that exist in group communication are premature evaluation of ideas, poor physical surroundings, too many people, poor timing, and stinking thinking. The different ideas made from the group need an evaluation at a certain time; this is done only after all the ideas have been made from the group. Poor physical surroundings can be a problem for group disruption in communication. In some cases the room could be too hot, too cold, too noisy, not adequate enough seating and lack of technological needs for the group to function. If the group is too large then the communication can be lost and equal participation will not occur (Beebe &Masterson, 2006). Poor timing also can be a hindrance to the group by not

Communicating is important because you may leave others out of the loop and they cannot inform higher of what is going on. Effective communication in the workplace assists employees form highly efficient teamwork. Employees are able to trust each other with fulfilling daily tasks and not leaving more work for them to complete. Being able to communicate represents a good leader as well. A leader who openly and consistently communicates benefits themselves along with other coworkers. Communication in the workplace also has the ability to improve employee morale. The importance of communication skills can be seen when good, quality communication occurs that prevents misunderstandings, miscommunication and conflict. It produces productive work and performance which ultimately impacts the company's bottom line. A vital part of communication is making employees feel understood and valued. Specific campaigns can help boost employee morale and give workers a chance to feel recognized and valued. When there is a strong morale in offices and other work environments, job retention is often high as well. Perfect communication at all times is not always possible but clearing up problems can be handled quickly by asking the right questions. This is where the importance of communication skills comes in. Find out if everyone shares a solid understanding, not only of goals, but expected time frames to complete tasks, possible costs and other aspects of the job. Listen to suggestions and ideas for improving job performance. Open communication allows employees to be more engaged and understand that what they do matters in the success of the business. Making sure your employees conceive the big picture and the part they play in the success of the organization will help others better understand why decisions are made and how those decisions impact them specifically as well as the company as a whole.

Organizational Hierarchy Structure- Toys R Us was a decentralized organization, which had a leadership type setting from country to country. This type of structure was difficult because all the leaders from different countries were not communicating effectively. The company knew they had to make some changes to the system, if they wanted to be successful. Therefore, after careful consideration, the company decided to move to a more centralized structure. This change was needed to strengthen their business with regards to their compatibility amongst countries and creating a more efficient workplace in the United States and abroad. In the company’s business in Europe, instead of their being different leaders across the continent, there will

Departmentalization includes two parts Traditional Organization Structures and Horizontal Organization Structures. Traditional Organization Structures is divided three structures that are Functional,

In their organizing tasks they have to build a structure of working relationships between all of the members in the organization, that best allows them to work together and attain goals.

BEC has taken on the matrix organizational structure. This type of structure combines functional and divisional organization structure styles. There are advantages and disadvantages in utilizing this

Organizational structure is a system that consists of explicit and implicit institutional rules and policies designed to outline how various work roles and responsibilities are delegated, controlled and coordinated. Organizational structure also determines how information flows from level to level within the company (investopedia.com, 2017). If one level or department does not undertake its function accurately the entire business suffers, because all the departments interrelated to each other. There are generally four types of organizational structure:

When it comes to business as any organizations it requires a structure, based on the resources and demands organization can changed or modify their structure. The most common two structures are vertical and horizontal structure which we see every business organization in global market (Bateman & Snell, 2011). In today’s any business organization theirs and important trait is not only the structure, it is the functions within the organization. An organizing function in management highlights the practices individuals use to interact and work with each other. There are many business organizations that are very successful in their own

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

As seen from figure 2, the matrix organisational structure is complex and aligns functional and divisional organisational structures merged into a hierarchical structure. The student observes that with this comes the potential to on the one hand, improve interdepartmental collaboration through avoiding silo-functioning and yet, on the other hand, blur the unity of command structure in an organisation that can be counterproductive. A critical analysis of two major advantages and disadvantages of this organisational structure here

Manager’s of an organization has to use structure to help the company run efficiently. “The five types of organizational structures are functional, divisional, matrix, team-based, and virtual network” (Draft, 2013, p.316). Functional structure in an organization that is developed by grouping departments by the skills, level of knowledge, activities done daily, and the resource used. “This structure places specific departments from the bottom to the top” (Draft, 2013, p.318). For example, specific departments such as: human resources, accounting, engineering, and manufacturing are placed at the top, while there are mostly seen at the bottom in other organizations. While common functions such as; people, facilities, and other resources are combined together as a single department instead of being divided into multiple departments.

Structure and hierarchy come from how work and the work processes are coordinated together and relating how tasks and coordination of these tasks is to be obtained. When determining the authority in the structure of an organization, there are two major options, centralized and decentralized. A centralized organizational setup is where the authority to make important decisions is retained by managers at the top of the created hierarchy whereas a decentralized organizational setup is where the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy. Each choice is made based upon the main goal/task of the organization and what would better fit the organization. Whether work/the

At least two different organizational structures are identified, described, and compared in terms of their design principles.

Communication is essential in all facets of an organization. It can aid in decision making, planning and conflict resolution. The ability to effectively communicate allows facilitation of relationships between superiors and subordinates; essentially this creates higher job satisfaction (Dogra, A., 2012). Open communication where employees have opportunity to voice their ideas and concerns, corelates to employees feeling a sense of value within the organization, which creates motivation (Dogra, A., 2012). Furthermore, in conjunction with these ideas, a sense of partnership and loyalty begin to develop between subordinates and superiors. The responses to this are typically seen in greater responsibility being given to the subordinate.