Exploring Organizational Structures, Culture, and Their Impact

This report delves into the characteristics of different organizational structures such as work specialization, matrix, and functional structures, using the NHS as a case study to illustrate the practical application of division and matrix structures. It further explores the importance of organizational culture theory, particularly Harrison's culture model (role, task, power, and person), in developing organizational effectiveness. The report highlights how organizations need to focus on formal rules, project-based tasks, and the influence of individuals within the group. Key aspects such as competition, direction, and teamwork are identified as critical factors. The document concludes with a list of references, underscoring the theoretical and empirical foundations of the analysis, and emphasizes the role of organizational behavior in enhancing overall performance.

TASK 2
Organization Behaviour

2.1 Characteristic of different organisational
structures
Work specialization or division structure
Each organizational function into a division
Useful because failure of one division doesn't
directly threaten the other divisions

Conti....
Matrix structure
In matrix the reporting relationship is based
on grid not on traditional approach.
An employee have dual reporting aspects.
Decentralized decision making
Improved environmental monitoring.
Flexible use of resources.
Resources are used efficiently because
projects are done by experts.

Conti...
Functional structure
Direct chain of command
It only works in stable environment.
Its strategies can not get changed according
to time.
Managers have the direct authority
There are lots of management issues and
coordination issues.

Conti....
Structure of NHS has division and matrix
structure
All the decisions are taken by authority.
Employees report to their superiors.
All resources utilised properly.

2.2 Importance of organisational culture theory in
developing organisational effectiveness
Harrison culture:role, task, power and
person.
Organisation need to be tend more on rule
and formal rules.
Task to be done in project based manner.
Power culture defines highly autocratic.
Individual serve as a influence on group of
people.

Conti...
Competition
Direction
Teamwork

REFERENCES
 Blader, S.L. and Tyler, T.R., 2009. Testing and extending the group
engagement model: linkages between social identity, procedural
justice, economic outcomes, and extrarole behavior. Journal of
Applied Psychology. 94(2). p.445.
 Bowler, W.M., Halbesleben, J.R. and Paul, J.R., 2010. If you're close
with the leader, you must be a brownnose: The role of leader–
member relationships in follower, leader, and coworker attributions
of organizational citizenship behavior motives. Human Resource
Management Review. 20(4). pp.309-316.
 Nelson, D. and Cooper, C.L. Eds., 2007. Positive organizational
behavior. Sage.
 Osland, J. and Turner, M., 2011. The organizational behavior reader.