People in Organizations: Structure, Culture, Leadership, and Transitional Change

This report discusses the importance of leadership and motivation in organizations and how they contribute to growth. It covers the structure and culture of Fitflop, including their 'Feel Good at Fitflop' program, and the role of leadership in transitional changes. The report also explores different organizational cultures and their benefits and consequences.

People in
Organizations

Table of Contents
INTRODUCTION...........................................................................................................................1
Question 1........................................................................................................................................1
Structure, Culture and Leadership..........................................................................................1
Question 2........................................................................................................................................4
Covered in PPT.......................................................................................................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
People in organisations refers to how individuals and business organisations connect and
interact with their surroundings to meet and complete their individual and organizational goals
collectively. Employees spend huge portions of their career and lives interacting and connecting
in organisational matters that they are able to complete their goals in organisations which they
would be incapable to complete alone (Marshall, 2019). Fitflop manufactures footwear such as
shoes, sandals, slippers and boots for women, men and kids they design extremely comfortable,
biomechanics and durable footwear for the people fitness and who walk and travel a lot. They
personalised their health and wellbeing strategy by creating its own programme to determine
employee level processes at business or organisational level processes that prescribe how they
relate with each other and their surroundings. The following report covers structure, culture,
leadership or role of leader in organisation for transitional changes further it covers motivation
and its theory or strategies for effective team and Tuckman team development theory in
organisation.
Question 1
Structure, Culture and Leadership
Organisation structure means legal constitution in which business is register and multiple
policies, methods, authority and roles with in the organisation. Organisational culture refers to its
expectations, work ethics, values, assumptions and beliefs that guide and dictate the behaviour of
employees. In Fitflop they launched its 'Feel Good at Fitflop' programme which give employees
the feeling of happy and healthy so they do their best work and become more productive.
Leadership refers to the power of a person or group of persons to guide and influence followers
or team members to achieve goal of an organisation (Ayman and Lauritsen, 2018). In Fitflop
they start “We are doing come to talk events, in which they invite employees in their large
kitchen area and sat down to explaining and discussing what they doing, why they are doing it,
and why it's important for them to lead their project more effectively.
Role of leadership and leaders
leadership is an essential management role which helps to direct resources of organisation
for improving their efficiency and the success of an organisation. A leader helps organisation to
guide people with various capabilities and talents and direct their energy and efforts towards
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organisational goals. By motivating, inspiring and coordinating actions of team members for the
betterment of their common goal (Purwanto, Asbari and Santoso, 2019). Fitflop decided to make
decisions easier and information clearer for its employees by splitting their programme “We are
doing come to talk” to lead them in right directions.
Coach: A leader has a responsibility to develop employee’s skills and mind-sets to succeed in
their current duty and prepare them for future duty. The leaders of Fitflop explaining to other
employees in the organisation what they are doing, why they are doing and why it’s important
for their future goals (Liu, Geertshuis and Grainger, 2020).
Visionary: A leader must have a clear vision of where they are targeting and why that
achievement and goal important to their team, organization and themselves after every event
Fitflops send their leader to surveys asking for feedbacks, so they can learn about what works,
and what doesn't, what people like and what they don't like then try something new to fulfil
needs.
listener: A good leader is who talk less, listen, observe and ask more and also they make sure to
listen people which they lead. Fitflop is always asks to their employees to give suggestions and
keep their channels open for communication after every event and employees have the
opportunity to attend benefit fairs, and the benefits team shares information through the internal
network of organisation, Yammer.
Organisational structure
Organisation structure means legal constitution in which business is register and multiple
policies, methods, authority and roles with in the organisation. It allows the declared allotment of
responsibility and power for various processes and functions to various entities that is
departments, branch, employees and work group. In FitFlop, they adopt flexible, innovation, and
caring environment to reach its goal more efficiently they create multiple departments or teams
such human resources, finance, technology and management of their branches in multiple
countries to coordinate with each other (Watkins and Kim, 2018). The majority of the decisions
are taken in its head office in Putney with the large number of employees work with in the design
teams, sales field and operation department and in Asia, employees work at factory level,
focusing on the development and quality of the products which increase their profitability and
customer base.
Organisational culture
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Organisational culture refers to its expectations, work ethics, values, assumptions and
beliefs that guide and dictate the behaviour of employees. The main motive of organizational
culture to provide a meaning of identity for its employees and make their organisation different
from others (Wang, 2018). Culture which define clearly the expectation of organisation and
behaviour of people in Fitflop they launched its 'Feel Good at Fitflop' programme which give
employees the feeling of happy and healthy so they do their best work and become more
productive such as finance, neighbourhood, mind, body and friend. The four different types of
culture which an organisation follows:
Role culture: In this culture, where an individual has clear roles, rules, responsibility and power
according to their job specialisation and work. If Fitflop follow these culture in their
organisation, then there are some benefits and consequences also. When there is need of
immediate action for solving some problems and complete the task before of the deadlines the
organisation clearly set roles and responsibility for the employees to work properly. The
consequences are that an organisation and employees cannot adapt the changes easily and
survive or adjust in a dynamic environment.
Task culture: In these organisation culture, where teams or group are formed to reach the goal
and solve serious problems. People come together to make teams who have common
specialisations and interest to complete task. Fitflop allocated their employees into one of 19
global teams of 9 and 11 units, who almost travel the distance among the site of UK organisation
to its office in, Vietnam, Ho Chi Minh City travelling all of its international operating sites in the
China, US, Germany and Hong Kong for that winning team also got an extra days’ vacation all.
And made a team Feel Good champions, they are basics in helping utilise the strategy, are
volunteers in whole business, having task to looking after every scene of the wellbeing activities
Power culture: In these organizational culture, where the authority remains with the top level
management and board members and only they have power to take major decisions (Peretz, Fried
and Levi, 2018). If FitFlop follow this culture in their organisation such as decision for
introducing new line of product and create various program for their employees and customers in
the hand of top level management.
Person culture: In these organizational culture, where every individual have freedom and they
act independently according to their experience and specialisation there is no particular rules and
procedure for the employees of the organisation. FitFlop truly concern about the wellbeing of its
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employees and making easier for employees while they are at work to create a program “Feel
Good at FitFlop” in these they provide finance, neighbourhood, friendly environment, body and
mind. For this in June 2018 FitFlop won Best global or expatriate benefits at the Employees
Benefits Awards and they give a free pair of shoes in each seasons to all the employees to
welcome them and 50% off 10 pairs twice a year in the organisation.
Transitional change
Transitional changes are those when an organisation introducing new changes or process
to replace old or existing processes such as applying new technology and creativity, introducing
new commodity or services or restructure their organisational culture, policies and procedure to
increase their profitability or productivity. FitFlop keep their eye open and see what is going in
the world and try new and innovative things and understand if they work. If it works for them,
they continue it, and if it not working then they try something new such as they follow person
culture in their organisation with that they must follow role culture sometimes to create healthy
environment and clearly define the duty and responsibility of employees to give them sense of
commitment, direction and unity at workplace (Gemünden, Lehner and Kock,2018). In the first
year they have been working together with their leaders to solve various problems and make
strategies with their employees for the benefit of organisation and employees also. There are
various things that have seem out of it such as they interact with their customers and business
parties at global level and second is they do global steps challenges at very low cost.
Question 2
Covered in PPT
CONCLUSION
It is concluded that leadership and motivation are two important aspects that help the
companies to grow in competitive market. It has been evaluated that companies must adopt
leadership attributes to provide guidance to the team members for achieving the desired goals
with more effectiveness. The report explains about the structure and culture of the company
which is designed to direct various activities that help the company to achieve the set goals. This
also make them practice the values and ethics that helps in building a team.
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REFERENCES
Books and Journals
Ayman, R. and Lauritsen, M., 2018. Contingencies, context, situation, and leadership.
Gemünden, Lehner, P. and Kock, A., 2018. The project-oriented organization and its
contribution to innovation. International Journal of Project Management. 36(1). pp.147-
160.
Liu, Q., Geertshuis, S. and Grainger, R., 2020. Understanding academics' adoption of learning
technologies: A systematic review. Computers & Education. 151. p.103857.
Marshall, S. ed., 2019. Strategic leadership of change in higher education. Routledge.
Peretz, H., Fried, Y. and Levi, A., 2018. Flexible work arrangements, national culture,
organisational characteristics, and organisational outcomes: A study across 21
countries. Human Resource Management Journal. 28(1). pp.182-200.
Purwanto, A., Asbari, M. and Santoso, P.B., 2019. Does Culture, Motivation, Competence,
Leadership, Commitment Influence Quality Performance?. Inovbiz: Jurnal Inovasi
Bisnis. 7(2). pp.201-205.
Wang, F., 2018. Social justice leadership—Theory and practice: A case of Ontario. Educational
Administration Quarterly. 54(3). pp.470-498.
Watkins, K.E. and Kim, K., 2018. Current status and promising directions for research on the
learning organization. Human Resource Development Quarterly. 29(1). pp.15-29.
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