Analysis of Skanska's Organizational Structure and Culture

This report analyzes the organizational structure of Skanska, a leading construction and project development company. It begins with an introduction to the company and its global operations, followed by an examination of Skanska's organizational skeleton, including its scope, location, resources, size, cost, and employee count. The report then delves into the functional structure adopted by Skanska, its hierarchical nature, and the advantages of this structure, such as specialization and efficient communication. The role of project teams within the organizational structure is also explored, emphasizing how they fit into the functional departments and facilitate project implementation. Furthermore, the report discusses Skanska's organizational culture, referencing Handy's model, and its impact on individual and team behavior and performance, considering both positive and negative aspects of the culture's influence. The report concludes by summarizing the key findings regarding Skanska's organizational structure, project team integration, and cultural impact.

Project
management

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY ..................................................................................................................................3
Skeleton of the organisation ........................................................................................................3
Organization structured ...............................................................................................................4
Project teams fit in the organisation structure .............................................................................5
Its organizational culture and its impact on individual and team behaviour performance..........5
CONCLUSION ...............................................................................................................................6
REFERENCES ...............................................................................................................................8

INTRODUCTION
Organization structure refers to the system that outlines the certain activities which has
been directed in order to achieving the goals of the organisation. Skanska is one of the world's
leading in construction groups and project development. It operates around the world that has
been selected the market and listed in the Stockholm stock exchange & headquarter in Sweden's
capital city. This report will study about the skeleton of the organisation structure and the
projects team fits in the organisation structure. Furthermore, it will examine the individual and
team behavior and also the performance influence by the organisation culture(Maduenyi and
et.al., 2015).
MAIN BODY
Skeleton of the organisation
Skeleton Skanska
Scope The scope of the company is that it provide the
general constructing and construction
management on a wide level and wide range of
clients and mainly it gives best for making any
of project and develop the infrastructure.
Location The location of the Skanska is in London, UK.
Resources There are so many resources which needed
such as people, equipment, funding, facilities,
products and materials etc.
Size The size of the Skanska is 1 trillion.
Cost The cost of the Skanska is overall estimated
according to the development of build on the
assets in such buildings(Preuss, 2017).
Employees There are 75 million working with the
Skanska.

Organization structured
Skanska construction company refers to the arrangement of the job roles, reporting and
also makes the operational relationships between the roles and within. Skanska adopted the
functional structure and it follows the hierarchical structure of the organisation. In functional
structure of the organisation it has been made for organizing the workers. It is structured in
vertical shape where it defines the characteristics which involve the horizontally separated from
the different departments & functions(Coppin, 2017). In these people are supervised by the
functional manager expertise of the same field. Functional structure is based on the people
according to the areas of the specialization. It handles so many aspects which has been used by
the Skanska organisation such as the marketing, development, information technology and also
research etc. functional department of the Skanska contain the specialized units which has been
reported to the single person and authority which usually called up the top management.
There are so many advantages and benefits of the functional structure where employees
have the similar experiences and skills which are grouped together because it makes more
efficient products and also in a higher quality. It has been followed the hierarchy structure where
employees knows the one manager instead of so many people. The task and role does not change
much because there is little time for learning and also for the accountability is always been clear.
Functional department have the higher level of the specialization it allows the employees
for developing the skills of the individuals rapidly with all the functional units in order to
specialist. It is type of continuing development of the employees skills where it increases the
working efficiency and productivity for improving the sales(Houston and et.al., 2015). In
functional department workers can easily communicate with each others and then the
department heads communicate with each of one. This structure of the organisation works well
for putting together each and every human resources and informational for the activities in the
single place. it also helps the Skanska for ruining the business systematically and also earn the
profit.
Project teams fit in the organisation structure
The project team fits in the organisation structure which facilitate the implementation ad
coordinated according to the project activities. It is one of the main reason where it has to create
the environment which foster the interaction among the members of the team with the minimum
amount of the overlaps, disruptions and conflicts(Ge and et.al., 2017).

Project team fits with the functional department of the organisation structure where it
follows the hierarchy system in which the authority is driven by the decisions which is taken by
the top level management of the schedule, budget & equipment. In this all the responsibility has
been taken by the project manager where it clears all the roles to the project team members. The
project team fit with the organisation where it makes the structure of the project according to the
different department and given the responsibility to each ad every person of the team because the
structure is made in a way where the manger has the authority of the project to fix the budget,
schedule and equipment and resources which has been needed in making the project(Kerzner,
2017).
It is necessary to communicate properly because it easier the works from that the
members gain more experience for working on different and various types of project. The project
team easily fit in the organisation structure because there are several things which gives them
proper resources, funding's and equipment etc. there are so many similarities which is matched to
the project department such as the sense of the mind, and it has dynamic environment which
promotes the greater efficiency. From the strong matrix in the organisation structure it easily
achieved the demands and changes of the market place. All the departments of the organisation
playing a vital role for fixing with the project team because it is necessary to work with the
collaboration which is helpful in achieving the long term goals(Meredith, Mantel Jr and Shafer,
2017).
Its organizational culture and its impact on individual and team behaviour performance
Organisational culture determine the values, thoughts and expression for the employees at
the time of working in the organization or deal with other employees when the companies are
expanding their business globally (Crane, 2017). This helps in contributing to the environment
and also enhancing their social activities in more innovative way. Skanska company mainly
prefer the Handy's model to organize their culture in context of employee and staff to work as
team and achieve targets within stipulated time and efforts. In this model, it mainly based on four
kinds such as power, task, role and person. In case of individual working in the Skansha, the
power is mainly causing impact on their working as they didn't have any such right to take their
own decision (Nguyen and Watanabe, 2017). They are bounds to follow such rules which are
given by their senior managers, and they have to work accordingly.

The impact arises in such case when the decision of individual are not appreciated, and
they are bound to work according to the company norms. They are minutely examined by the
senior managers and also their strategies and technique are decided by the managers only. The
positive impact is that the employees had to work under fear which results in bringing more
trusty worthy employees and also they are familiar with the working of the company and their
rules which they had to follow at the time of committing the work (Verhoest, 2016). The
negative impact of power is due to strict norms in the work premises there is lack of retention of
employees in the working. Thus, it affects the interest of individual to retain in the premises for
longer term and it also reflect to other individual to achieve targets and retain in premises.
In case of motivating the employees to work as a team, The Skansha company uses the
task culture to bring new changes in the work premises and make it eco and stress friendly. The
positive impact of achieving the task organizational culture is that it helps the team to achieve
their targets and also enhance their performance at large scale (Nazarian, Atkinson and Foroudi,
2017). If the project are to be completed as a team they get the better results and also they can
promote their team reunion in more effective way. This also bring positive impact on company
reputation to achieve goal in better way. It also helps to enhance their performance skills and
learning in innovative manner (Rahimi and Gunlu, 2016). The negative impact of choosing their
culture is that if one team members is working and the remaining one is not interested to
complete the task it reflects the bad team work and also the achievement of one person is waste
as they not achieve the targets. Thus, it results in dynamic process as it develops the skill and
knowledge of the person but only when the leaders and other team member are loyal and honest
to achieve task within the allotted time.
CONCLUSION
Organization structure refers to the system that outlines the certain activities which has
been directed in order to achieving the goals of the organisation. Skanska is one of the world's
leading in construction groups and project development. It will conclude the skeleton of the
organization structure where it needs the scope, cost, resources, employees and location of the
organisation. Further, it will conclude the organisation structure and also the project team fits
with the organisation structure. Moreover, it will conclude the organisation culture that impacts
the individual's performance and team behavior.

REFERENCES
Books and journals
Maduenyi, S. and et.al., 2015. Impact of Organisational structure on Organisational performance.
Preuss, L., 2017. Barriers to innovative CSR: the impacts of organisational learning,
organisational structure and the social embeddedness of the firm. In Innovative CSR (pp. 331-
351). Routledge.
Coppin, A., 2017. Organisation Structure and Design. In The Human Capital Imperative (pp. 45-
49). Palgrave Macmillan, Cham.
Houston, J.B. and et.al., 2015. Social media and disasters: a functional framework for social
media use in disaster planning, response, and research. Disasters. 39(1). pp.1-22.
Ge, H. and et.al., 2017. Breaking the barriers: advances in acoustic functional materials. National
Science Review. 5(2). pp.159-182.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2017. Project management: a managerial
approach. John Wiley & Sons.
Crane, A., 2017. Rhetoric and reality in the greening of organisational culture. In Greening the
Boardroom. (pp. 129-144). Routledge.
Nazarian, A., Atkinson, P. and Foroudi, P., 2017. Influence of national culture and balanced
organizational culture on the hotel industry’s performance. International Journal of
Hospitality Management. 63. pp.22-32.
Nguyen, L. and Watanabe, T., 2017. The impact of project organizational culture on the
performance of construction projects. Sustainability. 9(5). p.781.
Rahimi, R. and Gunlu, E., 2016. Implementing customer relationship management (CRM) in
hotel industry from organizational culture perspective: case of a chain hotel in the
UK. International Journal of Contemporary Hospitality Management. 28(1). pp.89-112.
Verhoest, K., 2016. The relevance of culture for NPM. In The Ashgate research companion to
new public management. (pp. 63-80). Routledge.
Online
Handy's Model of Organisational Culture. 2018. [Online]. Available through:
<https://www.tutor2u.net/business/reference/models-of-organisational-culture-handy>.