Organisational Structure Is a More Effective Focus of Hrm

1983 Words Mar 22nd, 2006 8 Pages
1. Introduction

Human Resource Management (HRM) has become an integral and growing area in most

business sectors, regardless of how big, or small the company or firm is. Moreover,

company's today rely heavily on HRM practices to function at peak Organisational level and

also sustain a high level of competitiveness, stability, employee satisfaction, and the overall

well being of the organisation. So where should the focus of HRM activity be? The statement

in question, that ‘Organisational Structure ( the physical hierarchy of the company ) is a

more effective ( Inclined to produce better results for the firm ) focus of HRM activity than

Organisational Culture ( the "customs, beliefs, practices, traditions, values and
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For Organisational Structure to function effectively it must have appropriate staff to manage it,

a common concern for HR managers. The management style of the organisation has a big

impact on how the firm operates and effectively on the decision-making process,

communication and the overall functionality of the firm. Here, HRM activity plays a vital role

in ensuring effective interaction and understanding of two-way communication both from

senior level management down the structure to lower lever subordinates and from subordinates

back to senior management. Communication is again the key to a successful organisation,

without it there is little or no interaction between work-groups, which could predominantly

lead to a unorganized and dysfunctional organisation. (Gowland and Aiken, 2003, p.43) believe

there is a strong need for a structure that is "pro-active rather than reactive in its management

style", that encourages "independent decision-making" and places emphasis on high levels of

communication.

If there happens to be a problem within the organisation, structural modifications may not

be the most appropriate means of correcting it. Within an organisation there is structure, but

flowing through this structure is Organisational Culture. These "customs, beliefs, practices,

traditions, values and ideologies"( Nankervis, Compton and Baird, 2002, p. 57 ) set,
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