Rspca Organisational Structure Tall Hierarchical Model

Rspca Organisational Structure
RSPCA: The organisational structure of RSPCA is tall because this business is international with
172 stores with 2000 employees. The organisational structure of RSPCA is tall since the business is
huge and the chain of command in this business supports power and control. In this business the
CEO has power and the line in RSPCA is rigid and clear, which indicates this business pay staffs to
work as the business is huge. Nevertheless the communication channel in this business is slow
because there are several sectors of function areas and method is slow as the message can take time
to get to all the departments. The span of control in RSPCA is small as the CEO obtains the power
and control over the organisation and in each department, the manager is responsible for employees
working under them. RSPCA vision is to ensure all animals are valued and treated with kindness
across the world and their mission is to stop cruelty, promote kindness to all ease suffering of all
animals. The key aims for 2017 for RSPCA ... Show more content on Helpwriting.net ...
This would benefit this business as they would provide the suitable care for animals when they need
and it can be effective. This business can improve their services and operational model to ensure
they meet public desires and expectations. Also it can develop services with the help of their
functional sectors to develop support service for their health centres, clinics and other branches to
sustain viability in crucial areas of need. On the other hand, to achieve this aim, RSPCA can
negotiate with governments in England and across the world to appeal for constitutional powers for
their inspectors. This can help to achieve this aim and benefit the
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Organisation Structure. Organisational Structure Is A System
Organisation Structure
Organisational structure is a system used to define a hierarchy within an organisation. It identifies
each job, its function and where it reports to within the organisation. When hiring large amounts of
staff organisation is important. Everyone in the company needs to understand their individual/team
role. It is the manager's job to keep their staff organised and motivated to getting the job done. As
the business grows in size and therefore takes on more staff, managers need to make sure employees
understand their role within the company. Organisation is the way a business is structured. This
structure is developed to establish how an organisation operates and assists an organisation in
obtaining its goals to allow ... Show more content on Helpwriting.net ...
As you can see the image above also does fit its name because as you go down it, it gets thicker
showing that each manager has more and more workers to monitor.
Chain of Command and Employee Roles
A traditional hierarchical structure clearly defines each employee's role within the organisation and
demonstrates who that employee works for in that department/area. Furthermore, it defines the
nature of their relationship with other employees. Hierarchical organisations are often tall with
narrow spans of control, which will always get wider as you move down the structure. They are
often centralised with the most important decisions being taken by senior management.
Tall Structure Tall structures, like the one above, have many levels of hierarchy. An advantage of
this structure is that the span of control is very narrow and long therefore there are many
opportunities for promotion. However, a disadvantage of this organisational structure is that lines of
communication are long, due to many levels in the chain of command and this may mean that
messages get lost or tampered with on their way to the bottom and the firm is unresponsive to
change. Another advantage of this structure is that each manager in each level of command has
fewer staff or employees to watch over and control. This means that their job is easier as they only
have to closely manage a few people and they can keep them on the task at hand. As a result of close
management it means that the

The Organization 's Formal Organisational Structure Essay
1.0 Introduction
The purpose of this report is to further analyse and provide potential solutions for the issue
addressed in the previous brief – Sig–Processing System's inefficient communication network.
Framed by the management function of organising, this report aims to discuss how the organisation's
formal organisational structure has led to a highly centralised communication network and the
ramifications of this. This issue will then be addressed with several recommendations focussed on
replacing the structure of the communication network to a more efficient one by changing the
current organisational structure.
2.0 Defining and Framing the Issue
Sig–Processing Systems, as noted in the organisational profile (Blackboard, n.d.), is a rapidly
changing business which is facing issues with its internal environment. The organisation has been
growing quickly and has the potential to expand overseas, where most revenue comes from. This
requires Sig–Processing Systems to have a strong organisational change capacity – the ability to
adapt to change efficiently (Soparnot, 2011). Judge and Douglas (2009) have identified several
factors as contributing to organisational change capacity, one of which is effective communication
vertically and horizontally between departments. Effective inter–departmental communication has
also been identified as an important in the company's overall organisational performance (Ramezan,
Sanjaghi & Kalateh Baly, 2013). The underlying issue for

The Organisational Structure Of Kc And KFC
In 1930 KFC was launched and the mission was to provide quality, service and cleanliness (QSC) to
the customers and consumers. Competition level was very low in the industry particularly in the
domestic market. KFC growth was good in its initial decades but with the increasing competition in
the domestic market the cake size started squeezing. Popeye's, the major competitor for KFC, was
born in 1972 which comes second with a share (12.7%) and KFC (55.2%). Organizational behavior:
Organizational behavior is "the study of human behavior in organizational settings, the interface
between human behavior and the organization, and the organization itself. Organizational structure:
An organizational structure defines how activities such as allocation, coordination and supervision
are directed towards the achievement of aims. It can be considered as the viewing glass or pen can
perspective though which individual see their organization and its environment. ... Show more
content on Helpwriting.net ...
This structure of an organization will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for different functions
and processes to different individuals and in which it operates and perform. Organizational structure
affects organizational relation in two big ways: Firstly it provides the foundation on which standard
operating procedure and routine rest. Secondly it determines which individual get to participate in
which decision making processes and thus to what extent their views shape the organization actions.
Organizational structure and behavior basically showers the mentality, work ethic and value of
employers and owners. It merely contains the hierarchy and reporting mechanism is an organization.
There are two most important types of organizational structure such as autocratic and democratic.
Relationship of organizational structure and

Sainsbury's Organisational Structure Essay
Sainsbury's organisational structure is a hierarchy structure this can be seen as the chart shows the
levels of hierarchy through the Sainsbury's organisation. From the top of the organisation which
consists of the higher ups like the corporate managers and the area mangers and goes throughout
their organisation down to the lowest members of the staff like the warehouse operatives and the
shelf fillers.
Sainsbury's aims are to be able to be for the customers, to make sure products ands services are at
higher quality and for the colleagues to be the ones who are making the difference in their stores.
These aims can be met through the organisational structure as these aims are passed throughout the
organisational structure so that all of the members of Sainsbury's organisational structure knows
what aims need to be achieved in Sainsbury's future for them to then be able to meet their goal of
being the top supermarket in the UK.
Functions ... Show more content on Helpwriting.net ...
First of all, there is the HR department which is the human resources department whose aim it is to
help with the organisations employees in the sense that they are the ones who are tasked with hiring
and training employees at Sainsbury's. the human resources department for Sainsbury's will help the
business as a whole due to the fact that they are the ones who will be hiring and training employees
to increase their standard of quality work, therefore making the employees work harder and be better
prepared for the job. Also, they will more likely to increase their sales rate as the employees will be
able to produce more quality work if trained

Types Of The Organisational Structure Of RSPCA
Organisational structure of RSPCA
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.
The store I will be focusing on is the Rowley Regis store to explain the flat structure for the RSPCA.
The is a diagram of the flat structure below: This image shows the base level to be the workers who
have the lowest level of authority and control in the RSPCA. The second level are the managers who
have a span of control of seven subordinates between the two managers. The highest level is the
director of the RSPCA who has the most control and authority out of everyone else, according to the
image of the flat organisational structure.
An advantage of the RSPCA being part of a flat structure is that for the managers and workers there
is a great communication. This is an advantage because of their only being a few levels of
communication for example,

Organisational Structure Is a More Effective Focus of Hrm
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 ... Show more
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,

Organisational Behaviour
Organizational Structure and Culture Introduction In order to understand and evaluate different
business structures one must be aware of the exact meaning and standards, which make that
structure. Different business function in different ways. The World today is full of innovative and
new structures, company cultures and ways in which companies base their work. Globalization has
emphasized the meaning of company culture in ways that have led to completely new ideas, while
technology has changed the face of the industry (The Age of Globalization: Impact of Information
Technology on Global Business Strategies, 2007). In order to fully grasp the concepts of business
structures and cultures the movies "The Devil ... Show more content on Helpwriting.net ...
On the contrary to "Runway" the company culture in the movie "Up In The Air" is very low power
distance according to Hofstede. It is a very relaxed and open company culture, where employees get
the chance to contribute and talk to their Boss in order to improve the company. The main focus and
challenge in this company presents the attempted change of culture due to the possible cost
reduction on the base of technology. The main character in the movie, and one of the employees
who is very skilled and has a high level of power is very resistant to the change, which has been
proposed by the new comer in the company named Natalie. In contrast to "The Devil Wears Prada",
Natalie is accepted into the team very easily and fits into the company culture perfectly. Natalie
matched with companies ideas, values and assumptions because she as a new worker with new idea
of working was accepted very well from side of the boss. But because in the company were low
power distance one of the worker was against idea that Natalie gave to his boss and since is quite
difficult to change a company culture there was rebellion. Therefore, she had to adjust to the
companies culture that it had and at the end her values and assumptions had changed from the way
she was expecting.
Conclusion In conclusion, there are many types of different companies in the world. Some of
them are low distance power some of them are high distance power,

Organisational Theory Case Study: The Organizational...
Organisational Theory Project
Name: Darragh Mugan
Student Number:g00293790
Introduction
The case study which I have decided to choose is Ryanair. The company began in 1985 by
Christopher Ryan, Liam Lonergan and Tony Ryan the airline started with just 25 employees and 15
aircraft. In 1987 Ryanair purchased their first jet and began to fly to various destinations throughout
Europe. In 1990 Ryanair accumulated losses of £20 Million and Michael O Leary was made Chief
Executive of Ryanair. Michael O Leary wanted to make Ryanair a low cost airline which would
provide cheap flights throughout Europe and use a low cost leadership strategy. In 1995 Ryanair
overtook Aer Lingus and become Irelands Largest Airliner. Following years of success ... Show
more content on Helpwriting.net ...
Michael O Leary uses a centralized management style in the company which is also used a
functional structure. The organisation structure of Ryanair is tall. As illustrated in my diagram
Michael O Leary is the CEO of Ryanair and he deals directly with the chief financial officer, head of
marketing, head of customer service, head of pilots union and all the other departments displayed in
the structure. A functional structure is a structure that groups people in different departments or
functions because they all share common skills or they can make use of the same resources. The
members of these teams working in these different departments become very skilled and become
more specialized within each function. My reason for choosing functional structure for Ryanair is
that there no real hierarchy in the organisation, this improves the channels of communication and
ensure there is no confusion. Michael O Leary makes the decisions in the firm and uses a very hands
on approach in the business by dealing with other managers in the business on a day to day basis. If
any problems are ever encountered Michael O Leary would deal with the problems internally. Staff
within the company are also matched with their expertise and assigned to a certain group such as
marketing, finance etc. A functional structure helps organisations to group tasks into functions to
increase their effectiveness in which the company will be allowed to reach their company goals such
as providing customers with cheap flights with excellent customer service. As Ryanair grows in size
there may well be more departments added to the structure as there will be more employees and
more roles and responsibilities to be

Organisational Structure Impacts on Other Areas of the...
1.1 Briefly define different types of organizational culture. How would you describe the culture at
Greescape? Under the different types of culture, what type of culture, do you think is evident in
Greenscape? Organizational Culture – the idea became recognized with the notion of organizational
(corporate) climate in the 60s and 70s. Different researchers had developed several models and
methods to describe them. 4 general categories: * Compete (Market) Culture – Goal orientated,
highly driven and motivated by winning teams/individuals. High–risk taking, fast paced and
demanding environment, unlimited working hours. Concentrating on immediate, accountable
results. Highly competitive, stressful but rewarding for the employees ... Show more content on
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The norms and systems were adjusted to the people in the company. As the business evolves It had
become the owners habit, to prioritise her employees and treat them as family. Lita and all
employees were direct, honest and involved with each other, played softball together; therefore at
Greenscape we can identify Collaborate type of culture. 1.2 How does the relationship between
structure and culture impact the performance at Greenscape? Greenscape started as a sole trader and
over 10 years grew to a company of 20 employees. There was not much evidence of any appropriate
structure. It was a simple arrangement of people, divided in six to eight working crews. The owner
was arranging work schedules around personal lives of her employees. The only person who
remained in full power of the company became detached from the organization. There was no focus
on the future of the company and none of the bureaucracy methods had been implemented to ensure
a smooth running business. Lita Ong didn't recognize the need to change and adjust her business to
its growing needs. Like not noticing growing out of your own shoes! She needed to implement new
departments, like HR, sales, research. Select managers, supervisors and team leaders. Allocate tasks
to created departments so she is easily able to coordinate her demanding business. The
organizational culture of the company remain collaborate, friendly and informal as

Marks And Spencer Organisational Structure
Faculty of Business and Law
Date: 18/10/2017
Contents
Front Page
Contents
Introduction
Organisational Structure and Management
Marketing
Human Resource Management
Operations
Sustainability and Social Responsibility
Impact on the Retailer by current changes in the retail sector
Conclusion
Introduction
This report will demonstrate, apply and evaluate knowledge and understanding of key managerial
disciplines of the chosen high street retailer, Marks and Spencer, in different real–world global
contexts. According to the report by Deloitte, the retail industry is undergoing immense changes and
faces a tough competitive ... Show more content on Helpwriting.net ...
The previous arrangement followed by Marks and Spencer demonstrates the concept of hierarchical
structure, however in the last five years, due to a rise in their competitors within in the retail industry
in the UK, their strategies have now become more focused on innovation and customer service's
quality. Therefore, their tall structure was redefined to adapt to these changes.
Therefore, Marks and Spencer now follow a flat organisational structure. This includes limited
levels of management between administrative level and front–line employees. The structure is
followed in organisation to encourage employees.
Marketing
The process of marketing involves the action of advertising and promoting a company, product or
service. This includes everything the customer encounters in relation to the company, from
advertisements to customer service experiences. Marketing is often broken down into four sections,
known as 'the four P's of marketing'.

" (1) Identification, selection and development of a product, (2) Determination of its price, (3)
Selection of a distribution channel to reach the customer 's place, and (4) Development and
implementation of a promotional strategy."
According to Harvard Business school professor Theodore C. Levitt "Selling concerns itself with the
tricks and techniques of getting people to exchange their cash for your product. It is not

Explain The Organisational Structure Of Dosh
This is the organisation structure of GOSH which explain the management which is the chief
executive called Dr Peter Steer which keeps control over the executive team; Dr Vin Diwakar,
Medical Director who main responsibility is to provide a good and strong leadership in the
improvement of clinical research his responsibility might also be to make a strategic programmes
for the future to improve GOSH e.g. he might suggest to make some event to collect money for
more rooms in hospital to help more children because the hospital has not enough places and the
number of children which need help increases. Juliette Greenwood, Chief Nurse ; CNOs have a
responsibility to ensure that all the nurses are working efficiently in order to help and make
welcome the chirdren.He is a leader for all the nurses and nurse managers, facilitating the design of
the hospital to make it more friendly to children e.g. colourful for children to feel more welcome
and happy. So his responsibility is to the delivery of patient care, recommending strategies to
improve services. Dena Marshall, Interim Chief Operating Officer; She talks on the meeting and
inform the CEO what is happening in GOSH and is responsible for everything what happen in the
GOSH so every important information is inform to her. Claire Newton, Chief Finance Officer;
Claire responsibility is to keep control over the GOSH finance to make sure that all the investments
are spend it correctly because she is deciding where the

Foyle Food Group Organisational Structure
Organisational Structure
When hiring large numbers of staff, organisation is important. Everyone within the company needs
to understand their role. Managers need to organise their staff and keep them motivated
As a business grows in size and takes on more staff, managers need to make sure employees
understand their role within the company. Organisation is the way a business is structured. One
method of organisation is to set up departments covering the four main areas of business activity:
finance
human resources
marketing
operations
Organisation charts are diagrams that show the internal structure of the business. They make it easy
to identify the specific roles and responsibilities of staff. They also show how different roles relate ...
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Foyle Food Group have organised their employees in different departments. Each employee is put
into the section they are best suited to. Foyle Food Group has more of a hierarchical structure. The
hierarchical structure evident in Foyle Food Group clearly defines employee's role within the
organisation and defines the nature of their relationship with other employees. It is a tall
organisation with narrow spans of control, which gets wider as you move down the structure. The
most important decisions in Foyle Food Group are taken by senior management. The hierarchical
structure in the organisation ensures that everyone has a clearly defined set of duties and managers
and the hierarchical environment encourages the use of specialist managers. Employees in Foyle
Food Group are very loyal to their department within the organisation. The structure of Foyle Food
Group provides motivation and opportunity for promotion and Kevin Tyre said it is a great company
to build up through the ranks. In Foyle Food Group, the senior managers make up the board of
directors and are responsible for establishing strategy and overall business direction, whilst middle
managers have responsibility for a specific function such as finance or marketing. The supervisors in
Foyle Food Group oversee the factory floor operatives. It is very important, especially for Foyle
Campise as they have to deal with raw meat, it is important to section off the different sections to
prevent any cross–contamination. It would be very serious if anything of this sort happened as
customers could get very ill and lead to further action taking against the business. So it is very
important that the business organises the premises properly in a way that this will not happen and
also they will have to keep the premises exceptionally clean. The positions that the employees get
depend on

Colesworth Organisational Structure
Colesworth is a chain of supermarkets that operates across Australia that is also present in other
industries, such as financial services. My role at Colesworth is a part time employee in the grocery
department at one of their main stores, and thus most of my analysis will focus on this department.
As an organisation, Colesworth, like most human service organisations, is a bureaucracy, consisting
of a vast hierarchal structure and high degrees of labour division (Gardner, 2006). Colesworth's
hierarchal structure is that of a tall one, having casual and part–time employees report to duty
managers, who then report to a department manager, with the process continuing up the hierarchy to
the store manager. This hierarchy is quite formal, with workloads ... Show more content on
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The decentralised nature of how Colesworth stores operate carries over to the management structure
too, with there being multiple different managers for different departments existing alongside
traditional upper management. This low power distance also contributes to the previously mentioned
laid–back culture of the Colesworth grocery department, as managers are referred to by their first
names like any other employee and will often joke around with employees and take interest in their
lives. However, despite this low power distance, management's authority is still very much rooted in
a rational–legal basis. As Colesworth is still a bureaucracy it follows the rational–legal authority as
outlined by Max Weber, in which clear–cut structures, and formalised procedure, and rules are
followed (Gardner, 2006). These structures and rules are seen clearly within Colesworth, as
employees are structured into different departments in which they work and must follow clear
procedure and rules when completing work in their departments. Despite being predominately
rational–legal based authority, a select few managers do command charismatic authority alongside
their rational–legal authority, as they are seen as friends by employees, as well as managers and are
able to use this relationship to motivate employees to work

The Influence of Organisational Structure on...
The success or failure of an organisation can often be attributed to the sum of their parts such as
staff, profit, products, strategy, technology, environment, structure and culture. These parts or factors
can directly contribute to the strengths or weaknesses of an organisation and they are all interrelated.
This essay will examine organisational structure and organisational culture and the influence
mechanistic and organic structures have on organisational culture.
Organisational structure, as defined by Hodge, Anthony & Gales (1996), is "the sum total of the way
in which an organisation divides it's labour into distinct tasks and then coordinates them" (p.32). It is
a set of structural elements used to manage the total organisation ... Show more content on
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A major weakness of this structure can be its effect on communication. Communication in this
model often travels vertically from teams to senior management rather than across all functional
groups. This can cause a duplication of efforts, where multiple teams are trying to achieve the same
objective or doing the same work, a lack of cooperation between groups where they only focus in
what is in their own best interests and the change of focus from the business goals to the individual
groups goals (Banner & Gagne, 1995).
Divisional and conglomerate designs have some similarities. Both are based on separate businesses
operating under the larger framework of a parent company or organisation, however, in a divisional
structure the businesses are directly related to each other whereas with a conglomerate structure the
businesses are unrelated separate entities. Both structures are based on product departmentalisation,
which is where each business is responsible for producing their own service or goods, responsible
for profits and losses and have their own independent general managers (Davidson et al, 2009).
A divisional design will often report into a central head office and is able to utilise shared services
such as human resources, site services and payroll. This structure allows each separate business to
focus solely on their specific objectives,

Organisational Structure And Organizational Structure Essay
PARDEEP SINGH ND15345 UNIT– 9735 1.2 At least two different Organisational structures are
identified, described, and compared in terms of their design principles. Answer: 1. Organisational
structure is a system used to define a hierarchy within an Organisation. It identifies each job and its
function and where it reports to within the Organisation. This structure is developed to establish how
an Organisation operates and assists an Organisation in obtaining its goals to allow for future
growth. Organisational structure is particularly important for decision making. It is also important
that responsibilities are clearly defined. Each person has a job description that outlines duties, and
each job occupies its own position on the company Organisation chart. 2. There are two different
types of Organisational structure: Centralization and Decentralization structures Centralization:
Centralized Organisational structures rely on one individual to make decisions and provide direction
for the company. Small Businesses often use this structure since the owner is responsible for the
company's business operations. Decentralization: Decentralized Organisational structures often have
several individuals responsible for making business decisions and running the business.
Decentralized Organisations rely on a team environment at different levels in the business.
Individuals at each level in the business may have some autonomy to make business decisions 3.
Centralization

Factors Influencing Organisational Structure Essay
Introduction
The influence of factors on organizational structure and their impact on the organization has been in
focus by researchers since many years. This paper reviews the literature and analyses the factors that
influence the structure and design of organizations. Organizational structures are mainly grouped as
functional and divisional structures on the basis of functions or jobs. The most important and
powerful tool for enhancing performance in an organization is the organizational design although
there is no perfect or unique design. Organizational change occurs when a company makes a shift
from its present state to a desired state, which is necessary in today's competitive environment.
Organizational Structure
Organizational structure is the network of job ... Show more content on Helpwriting.net ...
The factors that contribute to development of an organization include its size, technology human
resources, production program and environmental requirements. The role of political environment is
also stressed. For effective and also efficient utilization of resources, designing an ideal
organizational structure is important. Some of the factors that affect the organizational structure are
decentralization of decision making, customer interaction, value of innovation and marketing
considerations. They can be grouped into two factors: internal that was from environment under the
firm's control and external, that were not under the control of the firm. Today, companies require
undergoing changes almost constantly to remain competitive. Globalization of markets and rapidly
growing technology force organizations to respond in order to survive. The ultimate competitive
organizational structure should be a flexible one and the design should influence competitive
strengths. The best practice would be one that draws upon the knowledge, experience and expertise
of people in the

Understanding The Contemporary Organisational Structure
UNDERSTANDING CONTEMPORARY ORGANISATIONAL STRUCTURE
Bovee, c & Thills, j (2013) recommended Organization structure as structures as "Utilitarian
structure: Grouping labourers as per their comparable abilities, asset utilization, and mastery"
"Divisional structure: Grouping offices as indicated by likenesses in item, process, client, or
topography" Matrix structure: A structure in which workers are allotted to both a useful gathering
and a venture group subsequently utilizing practical and divisional examples at the same time"
system structure: A structure in which singular organizations are joined electronically to perform
chose assignments for a little home office association (Bovee, C. & Thill, J., 2013).
MERITS OF UNSTRUCTURED ORGANIZATIONS: Unstructured association guarantees various
profits for firms of all sizes, from business people Who apply the idea to their whole operations to
bigger firms that utilize it for particular parts of the organization or c individual undertakings
expanded spryness, lower altered expenses and more adaptable limit administration, access to
generally inaccessible ability, profits of rivalry, profits of rivalry (Bovee, C. & Thill, J., 2013)
DEMERITS OF UNSTRUCTURED ORGANIZATIONS:"Multifaceted nature and control issues,
Uncertainty, Loss of importance and association, Diminished unwaveringness, Career improvement,
Management progression, responsibility and risk. While these difficulties ought not to be taken
daintily by organizations or

Different Organisational Structures And Cultures
1.1 Compare and contrast different organisational structures and cultures.
Organisational structure
According to Robbins and Judge (2008), the structure of an organisation determines the way duties
and tasks are split as well as coordinated inside the organisation. Any structure utilised by an
organisation would depend on the size of that organisation and also the purpose and goals for which
the organisation stands for (Brooks, 2003). For example, there is the product or activity based
structure, the functional structure and the matrix structure.
Product based structure
In using a product based structure, the major concentration is the activity been carried out.
Individuals from different disciplines work in the same section with a general or common goal. In
addition, there is some form of competition amongst the different sections. However, this type of
structure can block communication and cause a lack of target similarity.
The functional structure
Unlike the functional structure has an arrangement that is based on the role that is performed by the
different sections of the organisation. This means that each unit/department is focused on its area of
capability or expertise and therefore enable them specialise in their areas. For example, the Human
resource department, sales and marketing department, logistics department etc. Usually, someone is
made accountable for this division hence, there is increase in accountability. Functionality is also
very clear. On the other

Randall Hughs Organisational Structure
Organization: AT&T Leader: Randall L. Stephens (CEO) Winning Coalition: Mr. John Joseph
Stephens (Majority Share Holder, CFO) Mr. D Wayne Watts (Majority Share Holder) Mr. Ralph de
la Vega (Majority Shareholder) James W. Cicconi (Majority Shareholder) John McCoy (Member of
the Board of Directors) Joyce Roche (Member of the Board of Directors) Jon Madonna (Member of
the Board of Directors) Scott Ford (Member of the Board of Directors) Laura Tyson (Member of the
Board of Directors) Matthew Rose (Member of the Board of Directors) Michael McCallister
(Member of the Board of Directors) Cynthia Taylor (Member of the Board of Directors) Beth
Mooney (Member of the Board of Directors) Glenn Hutchins (Member of the Board of Directors)
William Kennard

Understanding Contemporary Organisational Structures And...
MD RASHEDUL ISLAM
ID: 17094346
Understanding contemporary organisational structures and contemporary people management
practices.
Introduction
For centuries organizations in business, government and military treat human resources either as
part of a leadership team driving the business or mission while others are expendable in war as
soldiers or clerks requiring ongoing direction and scientific systems in place (Taylor 1911). Aristole
around 384 BC said this eloquently "Some are by nature free, others are by nature slaves. The
condition of slavery is both beneficial and just" (Aristotle in Kuhn 2009, pg. 10). Around nearly
2,500 later new companies are emerging with new forms requiring little or no leadership ... Show
more content on Helpwriting.net ...
No unbiased dialect is conceivable or even attractive, and the spectator can 't be considered as by
one means or another remaining outside of the occasions which are watched. In our century we have
moved from survey learning as an in total manufactured building to one of setting a nature of
knowledge.
Organization can be define as set of activities that will reflect achievement of company.
Organization structure also allow allocation of resources where people can engage such exchange
news, values depending its objectives.
"A frame work that enables managers to divided responsibilities, ensure employee accountability
and distribute decision making authority " (Page 166 PART THREE Guiding the Enterprise:
Leadership, Organization, and Operations)
Now a day's organization organizational activities very complex and facing difficulties when
organization express its function to individual, group of people, branch or department. Some
organization structure functional or some of divisional may be centralized its all depends size and
nature of company and its service. Once organization know its all objective then require to separate
manpower its like creating new department like fiancé, marketing or IT. Its very complex to manage
people when Individual enter under one place and doing multiple activities.
In the old request, everyone knew their put, similar to it or not. In the new request,

“Outline the Main Ways in Which a Large Centralised...
"Outline the main ways in which a large centralised organisation might achieve a more flexible
organised structure. Using examples, discuss the advantages and disadvantages of pursuing greater
organisational flexibility"
"The structures that organisations adopt are usually aligned to one of five generic organisational
structures. These are the simple structure, the functional structure, the divisional structure, the
holding company structure and the matrix structure. (Capon, C. (2009) the business environment.
Chapter 4: Inside organisations. ) This essay will explain the various ways of how a large centralised
organisation achieves a more flexible structure through de–centralisation. This essay will analyse the
benefits and ... Show more content on Helpwriting.net ...
The matrix structure integrates two structures together, often geographical and multi product
structures. For example, a company may have a department for a product A in Europe and for
Product A in Asia. One of the advantages of the Matrix structure is the convenience of experts
simplifying the sharing of knowledge between the goods. Another advantage of the matrix structure
is intra–team communication, this allows ease of communication between the different functional
product groups within the same organisation, and similarly there is less pressure on managers,
quality monitoring is easier and skills are interchanged within departments of the same function thus
improving efficiency.
In the early 90's the majority of IBM and the business press were convinced decentralisation would
aid the company in terms of "flexibility, speed and entrepreneurial motivation". They believed
splitting up IBM into smaller companies would speed up processes and promote and enhance
efficiency, which can be true of decentralisation. Lou Gerstner was appointed CEO of IBM in 1993.
He was convinced IBM should remain centralised and to "use its unique size and capabilities to help
customers integrate the diverse components of their information technology (IT) systems". In the
end IBM was loosened up but not completely decentralised. This worked tremendously

Structure And Structure Of Vodacom: Organisational And...
Description of how the firm is organised Organisational Structure of Vodacom: Formal and Informal
Structures An organisational structure is defined as the framework in which the organisation defines
how tasks are divided, resources are deployed and departments are coordinated (Daft, Kendrick &
Vershinina, 2010, p.349). The organisational structure usually depicts the formal organisational
structure which displays the official hierarchy and lines of authority with their spans of control
(Ganguly, n.d.). There are however, informal structures that exist within the organisation which
depict the way in which official rules are negotiated or subverted through the informal practices of
subordinates (Ganguly, n.d.). Vodacom's organisational structure ... Show more content on
Helpwriting.net ...
Employment empowerment is a way in which the organisation can ensure that the employees have
the motivation required to align their personal goals with those of the organisational goals. Vodacom
has a number of sources of employee empowerment, the first of these being a performance dialogue
(PD) which is a compulsory discussion initiated by managers which helps the employees define
their goals, track their performance and assess their behaviour against the Vodacom way (Social and
ethics committee report, 2013, pg 14).This holds each employee accountable for their progress
within the firm and aligns their goals with those of the organisation. Another source of employment
empowerment used by Vodacom is the recognition programme, this plays a vital role in the firm as
one of the main sources of job satisfaction is recognition, this programme includes on the spot
awards, which give non–monetary awards to employees as a form of immediate recognition to
individuals or teams for excellent operational performance (Social and ethics committee report,
2014 page 11), as well as Vodacom Excellence and CEO awards. The third source of empowerment
is more gender specific it is the Women's network. This network aims to not only address the issues
faced by female employees in Vodacom but has an initiative to expose a selected group of women to
the international market to broaden their knowledge and understanding of the business (Vodacom
Human Capital Report, 2013, p.2.) This is a vital initiative because with the international exposure
many women will gain much needed experience and thus expand the value they add to the

Organisational Structure Of Organizational Structure
Section 4. Organizational Structure 1. List of all chapters in Indiana, Kentucky, Ohio, Iowa,
Wisconsin, Missouri and Illinois Collegiate chapters in Indiana, including the current number of
members (in order from smallest to largest): Valparaiso University 60 DePauw University 92 Purdue
University 109 Butler University 146
Indiana University 163 Collegiate chapters in Kentucky, including the current number of members
(in order from smallest to largest): Centre College 62 University of Kentucky 206 Collegiate
chapters in Ohio, including the current number of members (in order from smallest to largest): Ohio
Wesleyan University 38 University of Akron 54 Bowling Green State University 65 John Carroll
University 72 Denison University 88 ... Show more content on Helpwriting.net ...
Our chapters and alumnae associations are organized into 14 districts, each led by a District Director
and Content Specialists. The chapter at Illinois State would be in Epsilon District. There are 10
collegiate chapters and 20 alumnae associations in Epsilon District. Epsilon District includes
Illinois, Minnesota, North Dakota, South Dakota and Wisconsin. We have identified critical areas
across the organization and matched each with a Content Specialist, a volunteer who has expertise in
her assigned area. These areas include:
From the moment Kappa begins exploring a potential new chapter, we reach out to alumnae in
surrounding areas to assess interest in serving as advisers. We know how critical a positive
relationship between students and our supporting alumnae is to the success of a new chapter. We
want you to be confident in our statement that highly qualified, dedicated women who are excited
about the prospect of establishing a chapter at Illinois State are ready to get started and support
members from day one.
Of those area alumnae who responded to a volunteer interest survey, almost all of them indicated
they would be willing to support the chapter in some capacity. One alumna shared, "I would be
delighted to serve a new chapter in any capacity where I could be of help." With this strong initial
interest,

Communication, Organisational Structure, Culture & Goals
Student name: Tram B. T TRAN
Student number: 81186
Subject: Introduction to leadership and management
Assessment 2: Essay: Communication, organisational structure, culture & goals
You must have a cover sheet
Australia has one of the most advanced and complex health care system in the world, which
includes many departments and colleague members. It is essential for nurse managers to have a
good understand of the relation between communication, human behaviour, organisational structure
and culture. It helps nurse managers in improving the managerial effectiveness and achieving the
organisational goals. This essay will discuss the role of communication in health care system.
Specifically, it will analyse the relation of communication process to organisational structure and
culture. Secondly, the role of communication in employee's motivation will be highlighted. It also
considers the important role of effective communication in achieving the organisations goals and
accomplishing leadership & management for nurse managers. Finally, in light of this discussion, this
paper will draw the conclusions that effective communication is fundamental to effectively manage
organisations. Communication plays an essential role in the organisational structure, culture and
staff's motivation. It also has a strong relationship with the leadership and management role. All of
these components support each other, and work together to achieve of the organisational goals.
You must reference

Types Of The Organisational Structure Of Tesco PLC
Organisational structure of Tesco PLC
The organisational structure that Tesco PLC has is a hierarchical structure which consists of multiple
layers. This type of business structure means that it looks a pyramid from the chain of command. It's
broken down into levels where the higher the level the higher rank and authority. For example, the
workers of Tesco PLC are the large base at the bottom of the hierarchical structure. Then continues
further up the pyramid to a higher ranked level. The employees at Tesco PLC are ranked at different
levels, the levels are above each other. Of which less people there are as the levels go higher; the
highest level is where the chief executive is at top.
The store I will be focusing on is the Cannock Superstore to explain the hierarchical structure. This
is a diagram of the hierarchy structure is below: This image shows the base level to be the workers
which has the lowest ranking but is the largest amount then moves onto a higher level in the
hierarchical structure which is the assistant managers. Span of control is who the managers is
directly responsible for the number of subordinates (workers). The second level is a smaller amount
than the base level meaning more authority such as being in control of the subordinates which the
span of control for the assistant managers is four, two, two, and three. The highest level in the
hierarchical structure at the Tesco PLC store is the chief executive. This level has the most authority
and is in control of the three managers.
An advantage of Tesco PLC being part of a hierarchical structure is having a clear authority in each
of the levels. This is an advantage because of the various levels having different levels of
responsibilities and authorities. As top of the hierarchical structure as shown in the diagram above is
the manager director who is the one to have the most control and authority its where the managers
will confide in for guidance. Due to being on the level under the manager director as the manager
director for example will have their say over what the managers will do. As the hierarchical
structure descends there's less control and authority. Furthermore, is an advantage because Tesco
PLC for example, would be able

Organisational Structure Of The Nhs
Leadership and Organisations: The organisational structure of the NHS in Wales
This essay aims to discuss the organisational structure of the NHS in Wales applying relevant
management and organisational theory. The essay includes the traits and contingency approaches
which is linked to leadership and management. In addition to this, it covers how the NHS implies
leadership and management into their organisational structure. In similar to this, the improvement
the NHS in Wales tend to make, will be discussed.
The National Health Service (NHS) in Wales is a public funded sector which provides healthcare
services to 3 million people. In 2009, the NHS in Wales went through changes to increase the
quality of healthcare provision.
On the 1st of October 2009, single local health organisation was created, which is responsible for
delivering healthcare within geographical area, instead of the Trust and the local health board
system. The current NHS services through seven health boards replacing twenty–two and three NHS
Trusts replacing seven in Wales. An example of a health board is the Cardiff and Vale University.
This health board has Executive Directors, the employees of the University Health Board (UHB),
and Independent Board Members (IMs), who were appointed to the UHB Board by the Minister for
Health and Social Services. One of the reason for the change was to ensure that all the patients are
provided with good services and to make sure that all the individuals' needs are

Type of Organisational Structure and Purpose of Tesco and...
Year 12 Business
P3 Unit 1 – The Business Environment
Tesco and Oxfam are both huge global businesses who both sell products to the general public
however are organised completely different. In this leaflet I will compare and contrast organisational
structures of both companies.
Type of organisational structure and purpose of Tesco and Oxfam Part A
Tesco organisational structure is hierarchical. A hierarchical structure has many levels. Each level is
controlled by one person. Hierarchical companies tend to be a very big company just like Tesco is.
In a hierarchical instructions are generally passed down from one person to another until it gets to
the bottom of the hierarchical structure. If there was a problem in a hierarchical ... Show more
As Karen Brown is the chair person she goes at the top as she is the head of the company and in
charge of all functional areas and makes all the main decisions within the business. She has help
from the vice chair and the trustees who accompany Karen in running the charity. Members of the
company are called the Oxfam association. This means that they are placed under the honorary
treasurer, manager, and executive director. The members are appointed by the Council and ratified
by the Association. The people at the bottom of the chart are the managers of each of the functional
area, they are in charge of everything that goes on in that area. Trustees are really important within
Oxfam as they are responsible for everything that Oxfam does and what it achieves.
Sir Richard

Sydney Community Hospital Organisational Structure
This essay sheds some light on the Sydney Community Hospital, its current functional
organisational structure and its need for an alternative organisational structure due to its growing
population. Organisational structure can be defined as a framework that is utilized in characterizing
the hierarchy of an organisation. It basically clarifies the lines of authority, duties, and rights of an
individual within that structure. The organisational structure ascertains the way the roles and
responsibilities are distributed, controlled and flow of information in various layers of management.
It helps in accomplishing the objectives keeping in mind the end goal to help in future development
(Sower, Duffy, & Kohers, 2008). This essay discusses about ... Show more content on
Helpwriting.net ...
R., & Redman, R. W. (2000). Organizational Culture and Work Redesign: Experiences in Three
Organizations. Journal of Nursing Administration, 30(12), 604–610.
Joseph, C. (2015). Benefits & Disadvantages of a Functional Organizational Structure. Houston,
Texas, USA. Retrieved 08 20, 2015, from http://smallbusiness.chron.com/benefits–disadvantages–
functional–organizational–structure–11944.html
Maddern, J., Courtney, M., Montgomery, J., & Nash, R. (2006). Traditional and emerging
organisational designs (2nd ed.). Marrickville, Australia: Elsevier Australia.
Roussel, L., Swansburg, R. C., & Swansburg, R. J. (2013). Management and leadership for nurse
administrators (4th ed.). Jones & Bartlett Learning.
Sower, V. E., Duffy, J. A., & Kohers, G. (2008). Benchmarking for Hospitals: Achieving Best–in–
class Performance Without Having to Reinvent the Wheel. ASQ Quality Press.
Sullivan, E. J., & Garland, G. (2009). Designing organizations. In Effective leadership and
management in nursing (7th ed.). Upper Saddle River, NJ, USA: Pearson Prentice Hall.
Sullivan, E. j., & Garland, G. (2010). Motivating and developing others. In Practical leadership and
management in nursing (2nd ed.). UK: Pearson Education

Organisational Structure, Leadership And Management Of The...
British Vogue Magazine
Introduction
I will investigate various factors, such as organisational structure, culture, leadership and
management of the British Vogue Magazine. I will use relevant theories to support the report. By
using the relevant theories, I will explain how those factors help to function effectively and achieve
the organisational goals.
Background of the British Vogue Arthur Baldwin Turnure, the American business man established
the company in 1892. The magazine was first sponsored by Kristoffer Wright, the first issue was
published the 17 of December in 1892 with a cover price of 10 cents (equivalent to $2.67 in 2016).
After his death in 1909 Conde Nast took over the magazine and slowly built up its publications. The
original intention of Vogue was to become most beautiful and tasteful magazine that had ever
occurred. He started Vogue overseas in the 1910's.
First issue of the British Vogue was published in September 1916. Elspeth Champcommunal, the
first Editor–in–Chief was working in 1916–1922.
The latest Editor–in–Chief is Alexandra Shulman, she gave 25 years of her life for British Vogue,
she started in 1992 and today still edits the magazine. Since the beginning of her editorship, the
magazine's circulation reached millions of readers. However, Alexandra Shulman – resigning, her
position is appointed to Edward Enninful, the first male Editor–in–Chief in the British Vogue's
history.
E. Enninful will take his position 1 August 2017 (Conlon,

Understand organisational structures
1 Understand organisational structures 1.1 Explain the differences between the private sector, public
sector and voluntary sector A private sector is usually composed of organisations which are privately
owned and not part of a government; whereas a public sector is composed of organisations that are
owned by the government and voluntary sectors are composed of individuals of who seek help in
charitable activities. Private sectors include corporations such as partnerships and charities, like the
voluntary sectors, and the public sectors include corporations such as federal, provincial, state or
municipal governments. An example of a private sector is a retail store or credit unions, and
example of a public sector is an educational or ... Show more content on Helpwriting.net ...
A trust is often used by trusts that make grants or smaller service providing organisation of whom do
not have a membership. Company limited by guarantee are organisations which are registered with a
company house and are found more within organisations that are of a larger size and have their own
buildings, employ their own staff and have significant contracts or other responsibilities. These
companies have a legal right of their own, which means that any agreements or contracts made with
that certain company are held within the name of the company, however this limits financial
liability. Sole trader is where a business is run as an individual; so that all profits are their own after
tax has been paid on them. Within a sole trader organisation it is possible to employ staff, as the sole
trader only means that you own the business personally and do not actually have to work by
yourself. Limited company is an organisation in which allow you set up and run your business. Any
profits which are made within a limited company stays within the company after it has paid
corporation tax, which then allows the company to share its profits. 2 Understand the organisational
environment 2.1 Describe the internal and external influences on organisations There are many
internal and external factors which can

Toyota 's Organisational Structure And Organizational...
It is arguable that Toyota's ability to deliver on its 'customer first, quality first' policy is due to its
organisational structure. Toyota's organisational structure was based on a traditional Japanese
business hierarchy in which the most senior executives. This centralised decision making system
places the responsibility of all the decision processes solely on the most senior executives. This type
of organisation structure is characterised by limited delegation of authority with all the information
flowing downward. This structured was utilised within the global platform, which meant the
production within American Toyota plants were heavily monitored by a Japanese counterpart. This
was done in order to make sure that protocol was ... Show more content on Helpwriting.net ...
Toyota first published the description for TPS in 1992, which served as an overview of the concepts,
which underlined the company's production system. Many companies that have tried to mimic this
system without a clear understanding of the guiding principles have ended in failure. These
principles referred to as the Toyota Way, include but are not limited to:
Continued improvement (Kaizen, Genchi Genbatstu)
Respect for people and Team work
Add value to the organization by developing people and partners
The right process will create the right results
Organizational learning is driven by solving root problems.
TPS was further generalised into a model referred to as Lean manufacturing that has been employed
by numerous manufacturing companies all over the world. The centralised decision making structure
was imperative to the initial success of TPS. However, the style of structure results in a tendency for
information to be kept in secrecy. This means that limited number of upper management would be
aware of problems that could have been limited or avoided, had a larger system of checks and
balances been in place. This is what resulted in the damaging production problems causing the
product recall of the 2000s. As mentioned in the company policy, quality is of utmost concern for
Toyota. This means that in 1989, when there were issues with the company's luxury cars

Importance of Structure and Culture on Organisational...
Importance of Structure and Culture on Organisational Effectiveness
Introduction
Robbins and Judge define organisational behaviour as 'a method for understanding individual and
group behaviour to facilitate organisational performance and effectiveness' (Robbins and Judge,
2007). Robbins (2003) highlights the importance of managers studying organisational behaviour as
this will help them to develop the people skills needed to deal with employers on a day–to–day
basis, which is the fundamental aspect of any management role. In fact, organisational behaviour is
of huge concern for anyone who organises or supervises the activities of others. There are several
influences on organisational behaviour, each of which can impact upon the ... Show more content on
Helpwriting.net ...
(Robbins, 2003)
Sociology:
Sociology is a social science that seeks to explain human social activity. It focuses on the political,
economic, educational and religious structures within societies and analyses the ways in which they
develop and function. Robbins (2003) points out that sociological research into the development and
functions of work structures within societies, and especially the way these have affected the
behaviour of individuals and groups in these societies, has been extremely important in the
development of organisational behaviour.
Social Psychology:
Social psychology is a subfield of Psychology and Sociology that is interested in how the thoughts,
feelings and behaviour of individuals and social groups are influenced by the presence of others
such as families, work groups, and organisations. Indeed, Robbins (2003) states that many theories
originally developed within Social Psychology have directly influenced the concepts and theories
found in organisational behaviour concerning communication processes, decision–making, conflict
management and politics and in turn have led to the development of many techniques used in these
areas.
Other disciplines:

Robbins (2003) highlights the importance of a number of other disciplines in the development of
organisational behaviour.
* Political science in explaining how power struggles between groups within organisations can stem
from variances in performance and agendas.
* Economics

Circular Organisational Structure.. Standard Circular...
Circular Organisational Structure Standard circular organisational structure shows the business CEO
in the centre and all the key management and staff positions reporting directly to him/her. This is an
advantage as it means that if the CEO decides to make any modifications in the procedures of the
company, they have the power and choice to decide if they wish to inform all the appropriate people
who report to him because of his/her decision. However, it could also be a disadvantage on the
CEOs part because not everyone is on the same page in terms of coordinating what must be done to
strive the business forward.
A good way to overcome problems like this is to have a circular organisational structure where all
functional management ... Show more content on Helpwriting.net ...
It is quite a centralised system with the majority of the decision making taking part at the top of the
business. This is definitely seen in the top 3 layers. We can deduct from the diagram that the
decision making is passed down the hierarchy with each layer having more people to command and
this may mean that information passed from the top may be tampered with or lost easily and this is a
disadvantage. Furthermore, it will be very hard for the manager of each department to keep track on
everything their employees are doing and this may lead to a fault somewhere in the system. There is
a lot of chance for promotion in the lower part of the structure but as you get higher and higher in
the ranks it becomes increasingly harder to get promoted due to smaller amount of management this
also makes the chain of command very long.
The Managing Director is presented at the top of this pyramid as he is at the top of the hierarchy and
has set the agenda for the business or in this case factory. There are 7 layers in this pyramid which
means information won't be passed around effectively and there are 6 below the MD and the first
line consists of all the directors of each department and most don't have major teams to manage
apart from the Manufacturing Director as this is the key area of the automobiles. The second line
consists

Four Types of Organisational Structure
TABLE OF CONTENTS Title Page I. Introduction 3 II. Functional Structure 4–6 III. Geographical
Structure 7–9 IV. Product Structure 10–12 V. Matrix Structure 13–15 VI. Conclusion 16 VII.
References 17 INTRODUCTION Organisational is a key element in a process of management. It is
a system of structural relationship, all the way through which people under the path of managers,
track their general goals. Members of an organisation require steady, perceptive structure within
which they can work together toward organisational objectives. Organising is therefore the method
by which an organisation ... Show more content on Helpwriting.net ...
Since the every business units in structure workout in similar background, it might cluster the
processing of the papers together and highly improving the knowledge sharing between co–workers.
Sharing knowledge make the organisation more productive and competitive where the experience
personals such as managers often coaching and mentoring the less experience personals of each
units through seminar or workshop. Functional structures produce clear career hierarchy
organisation members to go after. Managers within a functional structure are generally skilled within
their particular unit. They were hiring to lead the units due to their tremendous performance. These
managers have a better–quality skill level that facilitate make their profession easier and makes
them better capable of to monitor the individual act of their team members to allocate credit,
rewards and penalty accordingly. A functional structure may draw some setbacks to organisation. It
controls people and assets and build up core competences. As a company develop and becomes
more difficult, each function tries to retain the company's situation. Increased order may strain
manufacturing to manufacture products quick enough or in sufficient capacity may lead to control
problems. When control problems arise, it also strains the situation in evaluating the cost and
contribution of each function. Other drawback is communication problem. Poor communication
occurs

Differences Between Different Organisational Structures...
Introduction
It is needless to say that the ultimate success of an organisation is heavily dependent on the
performance of the people in the organisations. However, it is seen that different organisations share
different cultures and behavioral pattern among the people in the organisation. In that case, the
organisations' behavior and culture can be differentiated from each others' in terms of the behavior,
ethics and the organisational hierarchy etc (Robbins and Coulter, 2005). In this assignment, the
organisational structure, peoples' behavior and other dimensions of the organisations in terms of the
behavioral pattern, values and the styles of the people and managers in the organisations have been
addressed choosing some organisations to show the scenario.
1. Task 1
1.1 Compare and contrast different organisational structures and culture. You can choose to cover
from the following categories.
There are some types of the organisational structures such as tall, flat, hierarchal and etc. In addition
to that, the control of an organisation can be centralized or delegated. However, different types of
the organisational structures suits different organisations that are made for doing different kind of
jobs (Robbins and Coulter, 2005). In this case, tall and flat organisational structures are chosen for
contrasting the organisational structures along with example.
Tall Organisations: Tall organisations actually have many layers in the chain of command. The
directions and the

Organisational Structure
5. Two confronting cultures
5.1 Organisational structure
The organisational structure of a company reflects its culture, its management style and its leader
attitude in addition to the environment in which it has to operate. Without giving a full description of
the two airlines structure it is worth saying that British Airways and Virgin Airlines mainly differ in
two aspects: size and culture. Both companies have a structure which is mostly dictated by
operational needs characteristic to every airline. British Airways has a more formalised structure
with precise rules and procedures, due to its size and the global scope of its activity. A major change
in the last years has been the reduction of its management layers, between the chief ... Show more
Middle management, which is key to the implementation of any strategy and the outcome of cultural
change, is still ruled by separate functions and at the top all the weight still goes on the individualist
functions of high finance and take–over. There is still some job to be done (see Illustration 5.2).
[pic]
Competitive Politicised
Functionalist Specialist
Co–operative Service oriented
Illustration 5.2 – British Airways' cultures
The reason for BA's success lies in the radical change of its culture undertaken in the 80's and which
is still going on, as Mr. Ayling stated recently. BA managed in the 80's to change from the airline of
last resort to the world's favourite carrier. The airline was grossly overmanned, unpunctual and strike
prone, with a very special disdain for passengers. It needed a coherent philosophy on how the
customer can best be served. Most of the change has been prompted by a marketing orientation.
Customers have been posed at the centre of the attention and individuals have been empowered to
take initiative. It learned to respond to customers' requirements and co–act on individuals' initiatives.
Ayling is now concerned about how to remove the last vestiges of bureaucracy.
A customer oriented culture is vary important for an airline. Its reputation relies mostly on

Essay On Organisational Structure And Design
Organization Structure and Design
"Organizational structure and design help companies to understand themselves and ideally to work
together to accomplish all the tasks and achieve all the goals of an organization"
Organizational Structure
"The formal framework by which jobs tasks are divided, grouped, and coordinated"
Organizational structure is the skeleton of an organization. The organization structure of Mobilink
represent well–organized system of control of operations and have very efficient administration who
is continuously viewing who is performing the various functions and tasks of a company and how
these people relate to one another. Organizational structure encompasses a list of the various job
positions, titles and duties of a ... Show more content on Helpwriting.net ...
Althoug,all departments in an organization play a vital role in achieving goals and objectives. Yet
the major departments of Mobilink are as follow:
Chain of Command:
"Chain of command refers to a company 's hierarchy of reporting relationships –– from the bottom
to the top of an organization, who must answer to whom"
Mobilink's Perspective: Mobilink has cross–functional teams, everyone working as a team mostly to
achieve targets properly and also see unity of command in organization. Each department has
several line managers who control 11 to 12 teams of 20 to 25 employees ,number of employees
depend on the structure of team and line managers has an authority to give direction to these teams
for performing specific task. These employees should report to their line managers. These line
managers are controlled by Middle managers of company. The chain of command not only
establishes accountability, it lays out a company's lines of authority and decision–making power. A
proper chain of command ensures that every task, job position and department has one person
assuming responsibility for performance.
Span of Control:
"The number of people reporting to a manager"
Mobilink's Perspective:
Mobilink has wide span of control. Overall strength of employees in Mobilink is 4500 in which top
managers are 75, Middle Managers are 750 and Line managers are 3675.Employees are

Rspca Organisational Structure Tall Hierarchical Model

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