The Role Of Contemporary Organisational Structures And How It Is Influencing People Management Practices

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This essay is a description of contemporary organisational structures and how it is influencing people management practices. Moreover, it will also outline the flexibility within the contemporary organisations. I am focusing mainly on contemporary organisation studies by which we can understands how an innovative strategy leads to new job design, organisation structure and ultimately people management practices. Now-a-days, it is an essential tool in any organisation high performance or resistance. I have critically analyzed and discussed the issues related to this essay.
Contemporary term originates in mid-17th century rom Latin word. Ever since the term ‘Organisation’ was coined, there has been never-ending debate
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Businesses were shifting from manufacturing to mass production and the Management Gurus like Frederick Taylor studied the new systems and developed the principles to determine how to structure organisations for the greatest effectiveness and productivity. It was the time when term ‘Capitalism’ arise.

The term ‘Human Resource’ originated in the United States (US). Its use was primarily limited to US until 1980’s. Marciano (1995) defines people management in 3 ways: it is a management philosophy that employees are valuable resources rather than expenses, a synonym of Human resource management (HRM) and it is a camouflaged method of managerial control.

Contemporary organisations make their decisions based on their size and complexity structure. It is effective too as they can adapt quickly. Traditionally, creating separate departments such as Marketing, Finance etc. that function merely independently works well for larger companies in stable businesses. But a business that changes swiftly, opting a more flexible and adaptive structure will lead the company to high performance. Moreover, big contemporary organisations prefer to centralize their head offices as it is cost effective. Matrix structure (in which expert staff splits their time between different tasks) of organisation should be proper. Reporting to 2 different administrators could lead a confusion and they should also foster innovation initiative
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