Organisational Behaviour: Different Organizational Structures and Cultural Theory

This presentation explores different organizational structures and the importance of cultural theory in organizational behavior. It discusses the characteristics of functional, matrix, and flat structures, as well as the importance of Handy's Cultural Dimension in understanding organizational culture. The presentation concludes by highlighting the role of organizational behavior in studying employee behavior and the significance of organizational structures and cultural theory in clarifying roles and addressing critical problems.

Organisational Behaviour
Activity: 2

Table of content
• Introduction
• Characteristics of Organizational structure
• Importance of organizational cultural theory
• Conclusion
• References

Introduction
Organizational behavior is characterized to studying human behavior to manage setting of
company by influencing behavior of its members. The presentation includes different
organizational structures along with cultural theory. It involves characteristics of structures
together with importance of cultural theories.

Different organizational structure
Organisational structure is a system which is used by organization to define the hierarchy that
helps operate business activities successfully. Different types of organizational structure are
defined as below:
Functional structure – This is a structure which is used by organization to organize workers for
the purpose of achieving goals effectively.
Characteristics:
 Helpful in single product
 Chain of command

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Matrix structure – This structure is also followed by organization in which reporting
relationship are set up as grid and matrix.
Characteristics:
 Unity of command
 Suitable

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Flat structure - This structure is used in small size of organization because no level of management is
required within organization.
Characteristics:
 Decision making
 Evaluation of employee's responsibility

Importance of Organization Cultural theory
Organisational culture are characterized to underlying assumptions, principles, values
addition to beliefs of specific entity. The culture that an enterprise follows results in impacts
on employees together with relationships among them. Organisational cultural theories
along with their importances to develop effectiveness of organisations follows on next slide.

Importance of Handy's Cultural Dimension
Handy's Cultural dimension: The theory explains the
culture of an enterprise in which members follows
regulations along with rules to adopt social together with
psychological environment. It involves following
cultures:
Power culture: It encompasses rules and regulations to
describe responsibilities together with roles of people at
workplace.
Task culture: This type of culture helps in developing
teams to perform operations by addressing critical

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Person Culture: Organisations following person culture helps individuals to see
themselves as superior addition to unique. These entities exists to serve together with
assisting staff members to build their interests without overriding objectives.
Role culture: It describes responsibilities addition to roles of each members in the
organisation. The role of each employee are made clear are are delegated according to
qualification, interests and experiences.

Conclusion
As per the presentation it can be concluded that organisational behaviour helps the
managers to study nature of employees to identify causes addition to effects of distinct
behaviour. Organisational structures are flat structure, matrix structure and functional
structure. Organistional culture theory is important as it helps in clarifying roles,
describing responsibilities and addressing critical problems.

References
Osland, J., Devine, K. and Turner, M., 2015. Organizational behavior. Wiley Encyclopedia
of Management, pp.1-5.
Ellison, N. B., Gibbs, J. L. and Weber, M. S., 2015. The use of enterprise social network
sites for knowledge sharing in distributed organizations: The role of organizational
affordances. American Behavioral Scientist. 59(1). pp.103-123.

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