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Organisational Theory: London Based Institute

   

Added on  2020-10-23

12 Pages2438 Words396 Views
Leadership Management
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Organisational Theory
Organisational Theory: London Based Institute_1

TABLE OF CONTENTSINTRODUCTION...........................................................................................................................21.Factor influenced organization restructure and challenge in restructure process................22. Uncertainties by external factor..........................................................................................33 impact of organisation culture change on performance .....................................................74. Recommendation for increase collaboration between individuals and groups..................8CONCLUSION ...............................................................................................................................9REFERENCES..............................................................................................................................101
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INTRODUCTIONOrganisation theory comprise set of interrelated and interdependent concept, model,approaches that describes the behaviour of individuals and groups. Organisation theory includeddivision of labour, contingency theory and bureaucratic model. Present report is made upon casestudy of London based Education and Training Institute. This institution decided to takeorganisational structure decision because of external changes like increase the number of trainingrequirements, government regulatory change and technological changes. Reports articulatesfactors that influenced change in organisation structure along with challenges comes in process.Different type of uncertainties also cover in report which arise because of these external changes.Study also help in understand the organisation culture changes impact on company'sperformance. Lastly, Recommendation Will be given to minimise the adverse impact of changeon individual and group.1.Factor influenced organization restructure and challenge in restructure processEducation and training institute has to take decision of restructure the organizationbecause ETI faces rapid growth of number of trainees, it also now increase number of coursesoffered by it as 30 short and long term courses which required more staff. ETI now wants givetough competition to players in this industry by enhance the quality of service and product.Institution currently operates in high to medium uncertain environment so it is necessary of it tobecome more adaptive for external changes (Benos and et al., 2016.). Government also changedthe national level rules and regulation for training institutions. In short firm need to increase itscapacity by align resources and capability to respond promptly for any external change.ETI implements hierarchical mechanistic structure, which demand technical changes inorganization because manager of different dependents now need real-time and sharedinformation about different activities and outputs. Company needed a different department for it,along with technical sound staff. Organizational culture also need to be reviewed because now ithas people with different background and skill. Institution also find frequent conflicts due toalliance and poor decision making as it adopted bureaucratic organization structure.Challenges faced by ETI in restructuring process ETI has lack of space to brought 150 new employees all together. Institution practicescentralized decision making where all the major decisions are taken by top authorities only.Miscommunication and unclearly defined role at management level is being seen. Team and2
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managers exhibits continuous disagreements. Company chose to go with role based bureaucratichierarchy in with strategical decision rights are limited to board of director. Only operationaldecision are allowed to SMT , it creates problem of centralized decision making. Institutionloosed its productive time in meetings only (Girod and Whittington, 2017). Bureaucratic culturelower the employee engagements as top management and lower staff now become unreachablefor each other. Now and existing Employee motivation and morale get reduced because they findBureaucracy as control and red tapism on them. Managers gives importance to their personal agenda over seamless implementation ofchange. Managers decision making ability is negatively influenced when they felt insecurity bychange in authority. Top management of ETI identified two limitation with change, they are-uncertainty regarding value of information and conflict because of employee different goal,priority, opinion and experience. Limited sources, lack of alliance, poor decision making created such a huge gap betweenrelationship among managers that they are not ready to come together for any work. Thismanagerial conflict lead to lack of attendance, poor communication, dispute and project delays.Middle manager are not allowed to take significance decision which create the lack ofattachment with objectives (Ugboro, 2016). By analysis the case study it can be seen that ETIface challenge of poor implementation of organizational restructure change. Organization facesin motivation, communication, suitable power distribution, Lack of Consensus, poor planning,conflicts etc. 2. Uncertainties by external factor ETI decided to restructure the organization to enhance its service quality, capability forquick response and observe the regulation for training institutions. These external factor forcehigher authorities to restructure the authority system, value, vision, culture of firm. managerscurrently face difficulty at internal level of organisation because of external influence.Company might faces problem of retain the existing employee for long time as there isunfavourable work environment occurs (de Jong and et al., 2016). Firm although restructure forbetterment of service but its operational effectiveness and output may decreased drasticallybecause of poor employee motivation, morale and engagement. Apart from these, firm will haveto face Consequences3
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