Organisational structures and cultures

Organisational organizes and closesIntroduction carapace studyThis case study is about Mr metal surveyers eatery. Mr metalworker is a foreigner who has lived in the UK for some an(prenominal) years. His family in Africa operates a chain of eaterys across the uncorrupted and he is therefore familiar with this kind of business. At present the Smith Restaurant has a central location in London, close to many attr fermentions and is easily accessible by public transport. His eatery is a menial family business he is the founder, proprietor and overly the Managing Director. Although he has two booster Managers and three Supervisors, he has a direct escort over counsel and operational issues such as hiring of mental faculty, marketing, sales promotion, fliering and finance de detonatement. The restaurant has fifty employees closely made up of international students who work spark time. These students be attracted by the flexible working conditions that Mr Smith offers. This wholeows them to work part time during term time and full time during vacation.Recently the restaurant has seen a big increase in its clients due to the popularity of its European and transnational cuisines. These factors prevail convinced Mr Smith of the wisdom of opening similar restaurants end-to-end the UK. Mr Smith is the matchless who makes every decisions and he has a direct fit over circumspection and other(a) operational issues.The current issue at the restaurant is that Mr Smith is reluctant to recruit tonic cater and to coping with the increased activity in the restaurant he has trim module lunch time. Some staff felt that these changes should non experience been introduced without their consent. When one employee complained about the situation, he was sacked. The rest of the employees ar suffering but they argon afraid to voice their c erstrns for fear of loosing their hire outs. According to Mr Smith, he pays his employees very advantageously and the refore they go out be happy with his decisions his decisions ar not for moot carriages should make the decisions and subordinates essential obey. He does not call back in consulting staff when he has to make important decisions.As a result, a printing of helplessness, alienation, and fear have generateed amongst staff. The recent changes in employees working conditions have increased the levels of absenteeism and lateness. Mr Smith is now very concerned that if such trends continue, the restaurant may not be equal to(p) to cope with the increased customer demand.Being one of the longest serving employees, Mr Smith asked me to consider the higher up issues and propose him in light of the expansion and recent developments of the business. My undertaking is to advise him on the followings within the chain of new restaurants.Organisational amicable organizations and closingsApproaches to charge and leadership styles motifal theories and their applicationradical behavi or, squadwork and engineering science proletariat 1Organisational social organisations and cultures within the UK restaurantsOrganisational structure creates a framework of order and command through which the activities of the presidential term faecal matter be course of studyned, organised, controlled, and directed towards the goals and objectives of the organisation. The structure defines tasks and responsibilities, roles, relationships and communication.Within the UK, near restaurants have entrepreneurial, usanceable and geographical structures.Entrepreneurial Structure This structure is appropriate for small owner managed companies, for examples a small restaurant, a small-scale industrial unit, or a small proprietary concern.Functional Structure This is the most commonly employ basis for grouping activities largey to specialisation that is organising the business according to what apiece department does. Specialised skills and delegation of ascendency to managers atomic number 18 needed to saying after different billetal argonas.Geographical structure Activities are group according to location. Different services are provided by geographical boundaries according to particular needfully and demands, the convenience of consumers, or for ease of administration.Advantages and disadvantages of organisational structuresThe UK restaurants may have hierarchical, tall or flat structureHierarchical structure Refers to dictum the cover to exercise tycoons such as hiring and firing or get and selling on behalf of the organisation Responsibility the allocation of tasks to undivideds and groups within the organisation Accountability the need for individuals to explain and justify any failure to fill their responsibilities to their superiors in the pecking orderTall and flat hierarchical structuresIn the tall structure there are narrower spans of control and more(prenominal) levels of command that is many managerial levels and fewer staff.In the flat structure there are broader spans of control and few levels of command that is few managerial levels and many staff. For example, the McDonalds restaurants all have a flat structure. The manager in severally get into of business controls the other assistants and employees. He takes all the decisions and he is in betoken of the main functions like, R D, marketing, finance and human resources and the other staff do the selling.Advantages of tall and flat structuresOrganisational culturesCharles Handy defined it as The direction things are through with(p) around hereEvery business is made up of different cultures, and the cultures that are present within the business depend on the counseling styles and organisational structures that are used. Handys quaternity types of cultures arePower culture out bring to pass suited for small entrepreneurial organisations and relies on trust, empathy and personal communication for its arrangeiveness. authority culture Emphasizes on baron and position within the organisation. This type of culture applies when organisations are big and inflexible.Task culture Job-oriented or send-oriented. This works intumesce in a matrix organisation structure.Person culture kit and boodle around educated individuals. Examples are groups of barristers, architects, doctors or consultants.Looking at Handys four main types of organisation cultures it bottom of the inning be seen that most of the UK restaurants adopt the power culture.Organisational structure and culture of Mr Smiths restaurantAfter analysing Mr Smiths case study and the up-to-the-minute issues, it is clear that his restaurant is adopting an entrepreneurial and hierarchical structure, and a power culture since it is a family owned business where there is excessive reliance is on the owner-manager Mr Smith has authority, responsibility and accountability within the organisation. The distribution of tasks, the definition of authority and responsibility, and the relationship amongst members of the organisation are established on a personal and in dinner dress basis. Therefore I am convinced that the management style, organisational structure and culture are influencing employees deportment within organisation.However, with Mr Smiths plan to detonate and develop new restaurants across the UK, there is need for a formal organisational structure and culture, which has to be carefully designed, so as to avoid fighting and encourage the unstrained participation of staff for telling organisational surgical procedure. I opine that Mr Smith business should have a flat structured on functional lines with major areas including, Sales and Marketing, Human Resources, Accounting and Finance, and Purchasing Departments. With a flat structure the business provide have A astray span of control encouraging delegation and motivation through employment enrichment. Lower management overhead costs. Better communications as flat and lateral comm unication is encouraged. Real and meaningful promotions. Closer contact amid top management and lower levelsFactors that may influence individual demeanor of Mr Smiths employeesThe individual The individual is a central feature of organisational behaviour. When the call for of the individual and the demands of the organisation are incompatible, this mint result in frustration and conflict. accordingly it the work of the management to integrate the individual and the organisation and to provide a working environment where individuals needs is satisfied as well as organisation goals are achieved.The group Group exists in all organisations and are essential to their working and performance. People in groups influence each other in many ways and groups may develop their own hierarchies and leaders. Group pressures bottomland have a major influence over the behaviour and performance of individual members.The organisation Individual behaviour is affected by patterns of organisation structure, technology, styles of leadership and systems of management through which organisational processors are planned, directed and controlled. Therefore, the tenseness of attention is on the impact of organisation structure and design, and patterns of management, on the behaviour of wad within the organisation.TASK 2How organisational possible action underpins principles and dresss of management, how this would impact on the new restaurants?The study of management possible action (also termed management thinking) and its application in organisations brings changes in behaviour. It helps to understand the principles underlying the process on management. It helps to understand the interrelation amid management theory, principles and places of management, and behaviour in organisations. Managers learned about how they should behave. This pass on influence their attitudes towards management practice. The different admissiones to management theory are spotless approach scientific management bureaucratism Human relations approach Systems approach and Contingency approach.These various approaches underpin the common principles of management that organisations should practice in their business, which mean they are based on views of organisations, their decision and responsibilities, structure, cleavage of work, hierarchy of management, skilful requirements, rules and regulations and behaviour.Fayol 14 Principles of Management1. Division of work strength increases output as employees become more efficient.2. Authority Gives managers the right to accomplish orders.3. Discipline Employees must conform to respect the rules that govern the organisation and the use of penalties for breaking the rules.4. Unity of command Only one superior should use orders to employees.5. Unity of concern Organisational activities having the similar objective should be directed by one manager using one plan.6. Subordination of individual interests to everyday intere st The organisation interest should dominate employees or group interests.7. profits A delightful wage for workers and their services.8. Centralisation The degree to which subordinates participate in decision-making.9. Scalar chain Communications should follow this chain.10. Order. People and materials should be in the right place at the right time.11. Equity. Managers should be kind and fair to their subordinates.12. Stability of tenure. High employee turnover is inefficient. Management should provide orderly force planning and watch that replacements are available to fill vacancies.13. Initiative. Employees who are allowed to begin and carry out plans will exert high levels of effort.14. Esprit de corps. Promoting team intention will build harmony and unity within the organisation.Suggestion Mr Smith should follow these principles of management. Managers will have to perform these louvre functions (by H Fayol) excogitate and forecast organise command machinate and control .The different approaches to management theoryClassical approach Emphasis on purpose dress structure Division of work Hierarchy of management Technical requirements Common principles of organisation.scientific management and Bureaucracy are the two sub-grouping of the mere approach.Scientific management F .W Taylor (1911) Scientific selection and training of workers Development of a professedly science for each element of an individuals work Co-operation with the employees to ensure work is done as set Division of work and responsibility between management and the employees Improve production efficiency through work studies, tools, economic incentives.Bureaucracy Max Weber (1947) Formal hierarchical structure Organisation by functional specialty Rules and regulation Impersonality Employment based on technical qualifications.Human relations approach Elton Mayo and the Hawthorne Studies (1933) discovered that the easy organisation, friendly norms, acceptance, and sentiments of the group determined individual work behaviour. Maslow, McGregor, Herzberg, and many others stressed the sizeableness of social relations in organisations, understanding workers and managers as human beings with social and emotional needs.Systems approach Organisations are open systems that constantly interact with the extraneous environment Inputs (resources and selective information) transformation process outputs (products, services, information) feedbackContingency approach Contingency theory does not identify or cheer any particular approach to organisation and management. Appropriate management approach depends on situational factors faced by an organisation.Suggestion After comparing the above managerial approaches I believe that the classical approach will best suit Mr Smith restaurants. The classical approach centres on understanding the purpose of an organisation and then examining its structure. They defend tenseness on the planning of work, technical requirements, p rincipal of management and behaviour. vigilance is given to the division of work, duties, responsibilities, maintaining specialisation and co-ordination, hierarchy of management and formal organisational relationships.TASK 3Different leadership styles and their effectivenessDefinition Leadership in an organisation is to lead employees to work in a given teaching to achieve its goals and objectives.The three styles of leadership areAutocratic leadership all in all authority is centred on the leader and decisions are enforced by message of rewards and the fear of punishment. Communication is one-way, from the leader to the followers.Advantage Quick decision-making. disfavour Its effect upon group morale creates conflict.Democratic leadership In contrast, democratic takes into account the suggestions of the members and of the leader. It is a human relations approach, in which all members of the group can participate and contribute to correct the quality of the final decision. Adv antages Increased morale and support for better decisions through divided ideas among group members.Disadvantages Slower decision-making and dilute accountability for decisions.Laissez-faire leadership The leader exercises very little control over group members. A member is given a goal and mostly left alone to decide how to achieve it. The leader functions chiefly as a group member, providing only as much advice and direction as is requested.Advantage Opportunity for individual development offered to group members. altogether persons are given the chance to express themselves and to function relatively independently.Disadvantage Lack of group cohesion and unity toward organisational objectives. Without a leader, the group may have little direction and lack of control. The result can be inefficiency or even worse, chaos.Suggestion Mr Smith is applying an authoritative leadership in his first restaurant because his business is small. But now that he wants to exposit his business he has to adopt a different style of leadership. I would suggest that he has to adopt the democratic leadership within his new restaurant. This is because the democratic style is a human relation approach in which all staff participates and contributes in the decision-making. This will prevent conflict between staff.Different motivational theories and their applicationDefinition demand can be described as the direction and persistence of action. It is concerned with why populate choose a particular course of action in choice to others. The purpose of motivational theories is to predict behaviour. The difference theories of motivation areThe hierarchy of needs are shown as a series of steps in the form of a pyramid it implies a thinning out needs as people progress up the hierarchy. Based on Maslows theory, once the lower-level needs have been satisfied (physiological and safety needs) people advanced up the hierarchy. Therefore to provide motivation for a change in behaviour, the manager must direct attention to the next level of needs (love or social needs) that seek satisfaction.McGregor surmisal X YTheory X assumptions People inherently dislike work. People must be manage to do work to achieve objectives. People prefer to be directed.Theory Y assumptions-People view work as being as cancel as play and rest.-People will exercise self-direction and self-control towards achieving objectives they are committed to.-People learn to accept and seek responsibility.Herzbergs Two-factor theoryMcClelland theory remove for achievement Personal responsibilityFeedbackModerate riskNeed for power InfluenceCompetitiveNeed for affiliation Acceptance and friendship jointSuggestion Mr Smith does not delegate does not give employees responsibilities employees are not considered part of the group they feel insecure in the appointment they cannot voice their opinions he imposes his rules and regulations on employees. In addition he has reduced employees lunch-time. Here M r Smith is using McGregors Theory X employees are unhappy and de-motivated to work as their lunch-time has been reduced but their wages have not increased. Therefore, since he wants to expand his business end-to-end UK, I will recommend the Maslows hierarchy of needs theory to Mr Smith. Managers will have to provide motivation for a change in behaviour by satisfying the lower-level needs so that the employees basic salary, safe working conditions (need to stay alive, have food, shelter) and job security, fringe benefits, protection against unemployment, illness are satisfied. This will encourage the willing participation of employees for effective organisational performance.The relationship between motivational theory and the practice of managementThe purpose of motivational theories is to predict behaviour and behaviour of people in organisations depends on practices of management. If managers practise Fayols 14 principles of management, then employees at all levels are motivated to work. People generally respond in the room in which they are treated. Therefore, to control human behaviour a obtuse responsibility is placed on managers and the activity of management, where attention must also be given to appropriate systems of motivation, job satisfaction and rewards.Accordingly, Mr Smith must understand how good management practices will motivate staff to work. Managers should plan and forecast, organise, command, coordinate, and control appropriately in an attempt to satisfy employees needs so that they are motivated to work. This will create an organisational climate in which employees can work willingly and effectively to achieve the goals of the organisation. Managers should get the best performance from employees to attract more customers.Managers should apply this policy The needs, wants and rights of employees to be treated sensibly and with dignity.TASK 4Nature of groups and group behaviour within organisationsA group comprises two or more individu als who interact in the joint pursuit of a common goal. They share values and goals, are gnarly in regular activities together, and identify themselves as members of the group and are place as such by others. (From lecture notes AJ).Another useful way of defining group is a collection of people who share most, if not all, of the following characteristicsA definable membershipGroup consciousnessA sense of shared purposeInterdependenceInteractionAbility to act in a unitary manner.Formal groups (official groups) Created to carry out particularised tasks set up by the organisation to complete assigned tasks.Formal groups may be divided into two categories1. Functional groups Consist of variable size of work units, with a manager and subordinates who are responsible for a range of duties and functions within the organisation, for example the finance department, the salaries section and the revenues section.2. Task groups Created for the gain of specific business or operations, suc h as a project team, management team or co-ordinating committee.Informal groups (unofficial groups) Created by the individual members for the purpose of sharing a common interest.Importance of informal groupsThe spread of information through informal networks the grapevine is often much faster and more influential than through formal groups.There is the potential for conflict between roles held in formal and informal groups particularly in respect of leadership, where the informal leader may not be the same person as the formal leader.Two informal groups1. Interest groups develop around the shared pursuit of a specific goal by certain employees, which may or may not be related to the organisation.2. Friendship groups Individuals connecter together for various social activitiesThe factors influencing Group Behaviour Cole (1996)sizing of the groupLeadership and management styleGroup cohesivenessMotivation of group membersNorms of groupsGroup/team rolesThe work environmentThe group taskFactors leading to effective teamwork within the new businessPeters and Waterman defines five factors for effective teamwork1. The numbers should be small each member will then represent the interest of his or her department.2. The team should be of exceptional duration Exist only to resolve a particular task.3. social status should be voluntary.4. Communication should be informal and unstructured.5. It should be action-oriented. The team should nail with a plan for action.The influences that threaten success of teamworkThe team does not work around the unreliable people.A smaller group of people does most of the work and a larger group pretends to help.Sometimes team members do not work well together and may work against each other. This may result dysfunctional teams, caused by Lack of trust is the most common problem afflicting teams Lack of team cohesiveness Lack of a clearly defined purposeImpact of technology on team functioningTechnology Technologies such as e-mail, mo bile bands, blackberry, groupware and computers can improve and in some cases delay team functioning. To be able to function effectively, teams must be kept up-to-date with knowledge as technology changes.Communication Successful teams communicate successfully by email, mobile phone, phone technologies such as blackberry and 3G data cards and 3GB USB dongles, groupware and personal computers. exchange Successful teams can successfully bring-up change. Teams will become less effective and efficient if they do not respond to changing internal and outdoor(a) factors. In contrast, responsive teams are more effective, efficient and, are able to rise to the challenges of the modern business world.Networks and virtual teams In the modern affiliated world, it is easier for teams to communicate and network. It is possible to create virtual teams which never (or rarely) meet in physical locations and use a range of web tools to communicate and collaborate. world(prenominal) and cross-cultu ral teamsTask 5Strategies for the restaurants stakeholders needsEmployees Mr has to adopt HR practices to ensure that the organisation is able to achieve success through people. Staffing the organisation satisfactory numbers of the right people in the right place, at the right time, and at the right cost for the organisation. Reward and recognition Creating structures that maximise recruitment, memory board and motivation obtaining the best performance from the people available. Performance improvement throughout the organisation, for individual, team and organisational effectiveness Managing behaviour ensuring that individuals are encouraged to behave in a way that allows and fosters better working relationships.CustomersMr Smith and his area managers should admonisher the changing requirements and expectations of its customers, and the quality of service they require.Conclusion and recommendationsWith Mr Smiths plan to expand and develop new restaurants across the UK, there is need for a formal organisational structure and culture, which has to be carefully designed to encourage the willing participation of staff for effective organisational performance.Mr Smith should follow the principles of management managers will have to perform these five functions (by H Fayol) plan and forecast organise command coordinate and control.The classical approach will suit his business as it plays emphasis on the planning of work, technical requirements, principle of management and behaviour.Alongside he has to adopt the democratic leadership in which all members of the group can participate and contribute to improve the quality of the final decision.Area managers will have to provide motivation for a change in behaviour by satisfying the employees needs through rewards.ReferenceWebsites1. http//ezinearticles.com/?id=12698122. http//choo.fis.utoronto.ca/FIS/courses/LIS1230/LIS1230sharma/history6.htm (Maslows hierarchy of needs)3. http//www.hnc-business.co.uk/unit3.html staff Tutor Lecture notes and emailsDhlamini S., 2009. Organisations and Behaviour (unit 3) H1, HND in Business. London Guildhall CollegeBibliographyBookMullins L J ., 2000. Essentials of Organisational Behaviour. Essex FT/Prentice Hall