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An organization structure characterizes the activities that are defined in a manner which facilitates the achievement of the organizational goals. These activities include task allocation, supervision and coordination. The structuring of an organization is dependent on the modes of operation and their strategic goals. The structure, therefore, allows for the expressed allotment of responsibilities as per the processes and functions of entities like departments, branches and work groups. There are different types of organizational structures, including pre-bureaucratic, bureaucratic, post-bureaucratic, functional, divisional and matrix structures. There are two main impacts of the organization structure. Firstly, the structure provides the basis on which standardized operating routines and procedures operate. Secondly, it ascertains the individuals who can participate in the organizational decision making strategies, and as such, determine the extent to which the views of these individuals can influence the actions of an organization (Landy & Conte, 2010).
At times, the organization structure does not concur with the facts on the ground. Such a divergence leads to a decreased performance of an organization as it hampers cooperation as well as the timely completion of tasks. This results into stretching of the organizational resources beyond the limits that had been budgeted for by the management. The structure, therefore, ought to be adaptive to the requirements that have been set so as to optimize the ratio of input and effort to the output. As such, an organization ought to select the right structure so as to reap the maximum benefits of its resources.
Once I was an employee at a restaurant called Buick Bar & Grill. The restaurant was a 200-seat capacity catering enterprise that included a nightclub and a cocktail bar. It was equipped with the state of art facilities and designed in a manner that provided working conditions which were comfortable and exiting. It was aimed that the conditions would increase productivity, which would in effect facilitate rapid expansion. During hiring, the management had sought for individuals, who were enthusiastic, motivated and goal oriented. It was intended that the best performers would become future leaders of the organization. Despite the initial progress, three qualified chefs resigned claiming that the management was treating them unfairly (Landy & Conte, 2010). Nevertheless, the manager scorned their action arguing that they made his selection of peak performers easier. The organization had a purely bureaucratic structure were the juniors’ opinions were disregarded.
Being an employee at Buick Bar & Grill provided me with an opportunity to observe the effectiveness of interpersonal skills amongst various categories of stakeholders. Initially, the organization focused on improving productivity through the reduction of absenteeism and employees’ turnover. In an endeavor to achieve this, the organization focused on practices that would enhance the employees’ job satisfaction. At times, however, management appeared inconsistent. For instance, the manager would appear to be friendly and generous when the prevailing situations are calm. By contrast, he would become mean and strict in strenuous circumstances, e.g. when dealing with disgruntled employees. This made the employees regard his decision making style as being reactive and impulsive, as he would mistreat some of them hardheartedly.
Theories of Motivation
Problems were heightened following the promotion of three staff members. Discontent arose, and this heightened tension and ethical dilemmas between the three leaders and the rest of the group. The staff found it difficult to obey the new leaders’ commands, leading to a rise in heated arguments. Ostracizing the three leaders lowered the performance of the teams that had flourished during the training period. Despite the leaders’ hard work, complaints continued, and, eventually, the manager opted to sack ten staff members, having identified them as troublemakers. This action, coupled with further threats of dismissal, made staff morale to plummet. Further resentment led to more resignations and firings, causing the increased rate of change in the workforce to lower the quality of work.
When the procedures of addressing recruitment, performance problems and staff discipline are unclear, guidance and performance of complex tasks becomes increasingly difficult. The employees face ethical dilemmas that are difficult to solve. These problems can be addressed through the implementation of situational, behavioral and participative theories. While situational theories calls on leaders to make the best choices based on the prevailing situations, participative ones require them to consider the input of the group members while making decisions. Behavioral theories emphasize that people become leaders through observation and teaching. As such, there should be evaluations that focus on measuring employees’ job satisfaction and support that the management accord the staff members (Adam, 1991).
Because this running an enterprise involves human participation, specifically the human resource of a company, ethical issues ought to be put into consideration. For instance, the privacy and safety of the stakeholders need to be safeguarded, especially when they make recommendations in camera. This would help to formulate the basis of a matrix organizational structure, a structure that facilitates the consideration of stakeholders’ views during the formulation of the enterprise’s strategy. Important ethical considerations include the manner of safeguarding confidentiality and consent. Seeking participants’ consent fosters understanding and team effort (Adler, 1991). This, therefore, minimizes instances of ethical dilemmas, making the employees participate to their maximum capacity. The employee’s team effort is beneficial for various reasons. It is a motivating drive which helps in: stabilizing a work force, putting human resource into action, building friendly relationships, improving employees’ efficiency and helping to meet the organizational goals. Motivated employees remain loyal to the organization as they feel that they participate in its management (Gordon, 2002). This royalty results in stability, which is extremely influential in maintaining the strong reputation of an organization.
Motivation enables the organization to utilize its human resource optimally, as it helps to build the employees willingness to work. It helps to fill the gap between the willingness and ability of an employee which leads to increased productivity and reduced cost of operation. A motivated employee is a goal-oriented and works purposefully. For a team to have a sense of purpose, the management encourages simultaneous co-operation and co-ordination. Organizations that introduce matrix organizational structures maximize employees’ satisfaction, which in effect improves the production. The efficiency and skills of an employee is mutually advantageous, as it benefits both the employer and the employee him/herself. Two qualities make the organization have a strong public image and prolong the duration that an employee remains in the organization. The long service enables an employee to sharpen their practical skills (Pinto & Prescott, 1993).
When management rewards everyone in a team, everyone feels appreciated and this reduces discontent. This helps in building the team spirit as well as in renewing enthusiasm amongst employees. The management should utilize the benefits of such initiatives as arranged meetings. Arranged meetings make the employees realize that the management’s support for them is secure. Moreover, it is during these instances that the manager enhances his knowledge of his employees and this reduces the latent hostility between him/her and the subordinates. The main advantage of this reduced hostility is that everyone feels free to air his/her views at a meeting. Addressing everyone’s views at a meeting helps in reducing instances when an employee may attempt to discount the discourses that have been addressed as such a scenario would demoralize colleagues and harm the team environment (Gordon, 2002). For effective performance, the management of any organization should appreciate that building teams entails the creation of a healthy, encouraging and competitive work environment. Such environments make the employees feel appreciated and know that their competition is not against each other. Recognizing everyone’s effort heightens comfort and compels stakeholders to work towards the realization of the common goal. For this reason, every organization should encourage the teamwork among its employees and reduce the unhealthy completion among the team members (Pinto & Prescott, 1993).