Organisational Structure

Organizational structure is the way an organization is organized to facilitate its operation among the members (Sullivan, & Decker, 2004, pg 267). Every organization usually comes up with a particular structure that tends to dictate their culture of operation in the organization. This dictates the leaders at the organization together with their responsibilities that they have at the organization. The paper will discuss on the type of the organizational structure that the Va Long Beach Healthcare System organization has implemented to facilitate their operation and it culture on the way they use it to achieve their objectives.

Type of Organizational Structure Basing on the Va Long Beach Healthcare System organizational chart, it is of the functional structure that tries to group the workers basing on the functions and their responsibilities at the organization (Norby, n. d). With this, we find that the workers are grouped into four categories that fall into the chief of staff, the associate director patient care services and the associate director and the assistant director system redesign of whom the rest of the workers are grouped under them.

The four major manages reports to the director of the organization of who directs to the compliance EEO patient safety public and community affairs. Environment of Support for Client Centered Care With their structure, they have been able to generate a good atmosphere that supports for client centered care in the organization. This is evidence as the assistant director systems redesign is in charge of the quality of the performance improvement in the organization and thus, being able to control the services that the organization offer to the client so enable client satisfaction.

Other than that, we find that the associate director is also entitled to the environmental management service of which all the workers under that particular department are reliable to for the betterment of the client care in the organization. The structure has also given the chief of staff the responsibility to ensure that the primary care and specialty clinics in the region are well organize to create good environment for the clients care within the organization. Lines of Communication and Reporting

As regard to the Va Long Beach Healthcare System Organizational chart, there are various channels of communication that goes on in the organization as will be discussed below in the paper. From the chart, it is clear that all the staff in the organization reports to the compliance EEO patient safety public and community affairs of who receives the information from the director of the company (Norby, n. d). This shows that, the EEO does not have any communication with the rest of the staff in the organization but rather with the director only.

Then the director receives information from the four major managers in the organization of who gets the information from their workers at respective sub departments. At this stage, he communicates with the chief of staff about the staff in the organization and whenever a new post of staff is needed in the organization, the director is able to contact the manager in charge to implement. The director then communicates with the associate director patient care service on matter related to the services that the organizational has to offer to the patient to achieve their goal.

Here, the entire sub department related to the patient care reports to the associate who gives the feedback to the director of the organization. Then there is the associate director who is entitled to the responsibility of all the services offered to the organization for its well being. This comprises of the engineering services, the financial management of the organization, the environment management service, material, human resource as well as the health information management service offered to the organization by their workers.

The leader of the sub department communicates as well as reports to the associate director who later reports to the director of the organization. The fourth communication channel in the organization is that between the assistant director system redesign and the sub departments under him which are quality & performance improvement, data collection & analysis and system redesign. This department deals with the maintainace of the organization, in that it deals with the way they can improve the quality of work done at the organization as whole.

In general, we can say that, the director usually receives information from the four managers of the department who receives from the managers of the sub departments under them. Power & Control In the organizational structure, there are both the formal as well as the informal reporting line. Some of the informal reporting is observed between their head of the sub departmental heads and their junior staffs under them of which the organization have not come up with any specific form format for them to report to their heads.

For the formal reporting it is well observed between the sub departmental heads to the departmental heads to the director who later on reports to the compliance EEO of the organization. This has in the long run given them the power to command the operations of the organization and thus allowing them to have powers over the other in their respective levels. Social & Cultural Influence to the Organization Whenever an organization majors in the cultural influence to the delivery of care in organization, they usually concentrates on the sets of the beliefs, standard of behavior as well as the attitude of the community around them (Black, 2003) .

With this, it will be able to affect the organization in its transparency of the information, how communal the workers are and the how formal they are in dealing with their work at the organization. In the given organization, the community has tried to be more understanding and that has led to the good working relationship among the employers and employees at the organization. Influence of the Generational Differences to the Organizational Culture

Generational difference is the gap the usually exists between the workers in relation to their cultures and age together with other aspects in life. This has to be managed correctly in any organization to ensure better relations among the workers. While managing this, it usually has some influence on the culture of the organization (Dittmann, 2005). One, it makes the organization to be able to work in teams so that to encourage the workers to understand one another regardless of where they are coming from, thus encouraging team work culture at the organization.

Secondly, it has influenced the organizational culture to be of diversity in that the employer is able to recruit more diverse people in term of age, religion, ability and specialty to the organization to facilitate good productivity of the organization services. This is has been one of the major influences at the organization as regard to the kind of work that they are involved with that requires diversity.

Reference

• Black, R. J. (2003) Organizational Culture United States: London Dittmann, M. (2005)
• Generational Differences at Work Retrieved 8th January 2009 from http://www. apa. org/monitor/jun05/generational. html
• Draw Organizational Structure for Your Business (2008): Retrieved 8th January 2009 from http://www. conceptdraw. com/en/products/cd5/ap_organizational_structure. php
• Norby, R. B. (n. d) Va Long Beach Healthcare System Organizational chart Sullivan, E. J. , & Decker, P. J. (2004)
• Effective Leadership and Management in Nursing 6th Ed pp 245-350 New Jersey: Pearson Prentice Hall

Risk assessment is regarded as an integral part of any information security management framework. This is because an information security management framework exists to enable an organisation to maximise the use of its information within a level of risk that is acceptable to the organisation. In information security management literature risk assessment processes are presented as pivotal to the success of the information security management framework.

Risk assessment is used to establish the ISMS, determine the information security risks that an organisation faces, and identify the security countermeasures necessary to reduce the risks to an appropriate level. The emphasis is on an “appropriate response” to the measure of risk where appropriate is considered in the overall context of the organisation. Risk assessment is enmeshed with additional organisational processes that construct what is termed an Information Security Management System (ISMS). An information security management system is primarily described in the information security management standard ISO 27001 [9, clauses 4-8].

It is an abstracted organisational model found in information security management literature which articulates a systematised view of the information security management functions and processes described in much of the information security management literature. The role of an Information Security Management System (ISMS) is to ensure that adequate controls are “established, implemented, monitored, reviewed and improved, where necessary, to ensure that the specific security and business objectives of an organisation are met. ” [8, p. viii].

In this regard, an ISMS is comprised of logical management functions and management processes. The relationship between risk assessment and the other information security management processes is described in Figure One which shows that the processes interact in a continuous loop, termed the Plan-Do-Check-Act cycle (PDCA) or Deming Wheel in security management literature. The dominating decision making processes are risk based and constitute some form of risk assessment or evaluation. However the extent to which the process is a “technical”, standardised one, is highly dependent on the organisational context, as this paper discusses.

Organisational Structure of McDonald’s

McDonalds is one of the largest food chain companies in the world and has much strength in its company that allows it to build a functional structure. A McDonald’s resturant is operated by a franchise, an afilliate or the corporation itself. McDonald’s has a multi-level organisational structure, which is headed by the CEO and the board of directors. The board is made up of 13 members, 11 of whom are directors. The CEO leads a group of line of managers who are in charge of the different aspects of the company. The corporation revenues come from the rent, royalties and fees paid by the franchises, also from the sales in company-operated resturants. 80% of its revenues comes from Canada, Brazil, Germany, France, Japan, UK, Australia, and the U.S. As a result of a recognizable corporate symbol and successful advertising techniques, it has established the brand image and logo in the minds of millions of people. Customers know what to expect when they walk into the store, great emphasis goes to human resources by satisfying both the customer and the employees. McDonalds marketing strategy is concerned with the internal resources, external environment, and its basic competencies along with its shareholders. Read about 

McDonald’s quality assurance.

Since the beginning of time, human beings had the need of having special events. First, they were made for cultural and celebration purposes, but their area increased continuously. Today, the events vary from personal celebrations to mega-events, from voluntary events to private musical events, from cultural to sporting events.

Shone and parry classify special events by purpose and these are: leisure events (sport, recreation, and leisure), personal events (weddings, anniversaries, and birthdays), cultural events (Sacred, ceremonial, folklore, art, and heritage) and organizational events (commercial, political, charitable, sales). According to their size and scale, events are categorized in the following way, from the smallest to the biggest: local/community events, hallmark events, major events and mega-events.  As Bowdin says further in his book, because of the complexity and volume of events industry today, a large range of event suppliers had been developed, which may work only for this industry, like catering, staging, lighting, fireworks, entertainment, but as Tassiopoulos states, few suppliers are dedicated exclusively to the events, they just interfere with them as transportation, communication and security do.

Events are organized by professionals working in a specific organizational structure, according to the size and complexity of the event. This could be simple, functional or a network one or a matrix type if the event is held at various venues. The network type consists in having an event manager or a small team as organizer(s) and hiring suppliers for what the event needs. So even if the organising team is not big enough to produce all the resources for an event, it can hire other organizations that supplies them with what else they need for materializing the event concept.

This process is called by Bowdin as creating “virtual organisations” that lasts during the event then they disintegrate and each party can find other such organisations to join for future events. This kind of structure has the advantage of quick decision making, because the people who are making decisions are few in numbers, or only the event manager, others just being hired to do specific services. The activities of the events are usually categorised into distribution, production, venues and ancillary services. Shone and Parry offer a list of organisations categorised by the type of services they are offering. The organisations who are working in the production area are: event management companies, party planners, production companies, event catering companies, exhibition and theatrical contractors and designers, technical services companies or individuals, professional party/conference oganisers, multimedia support companies voluntary bodies and education and training. ) Distribution organisations could be individual events and venues, event and conference agencies, trade media, hotel booking agencies.

Visitor and convention bureau, incentive travel agencies, exhibition organisers, ticketing agencies, trade exhibitions and national and local tourist bodies. Some organisations that could supply the events with venues or services for venues are event room/hall/grounds hire, catering and kitchen facilities, accommodation, food and drink suppliers, business support services, medical and creche services, information and customer services, technical support, waste disposal and grounds clearance, toilets washrooms and public facilities, parking security and set designers.

Also, still according to shone and parry, the organisations who offer ancillary services are: accommodation providers, photographers and video makers Transport and guiding services, music and entertainment providers, travel companies, costume hire service, marquee hire services, printer, floral contractor, database support service, fireworks display operator, professional and trade bodies, national and local government services. Event management companies, according to Bowdin, are organisations that are offering to organize events, usually large, for potential clients on a contract basis. The gigantic corporations existing nowadays often contact these companies and usually generate long relationships with them, states Bowdin. Production companies are very similar to the event management ones, but they are restricted to the production, while the others may offer additional services without hiring external organisations. Party planners and professional event organisers do the same work as the event production companies, but they are individuals, instead of teams or functional organisations. PCO, professional conference organisers, can organise conference and meetings for small groups or big conferences such as a political party meeting. Some venues serve their own food and beverage, but when an event is held at a venue without such services or in natural spaces, and the organisers want to provide to the customers, they will need to hire event catering companies, if they don’t have the resources themselves.

These companies offer food and beverages from the simplest to very sophisticated types for events. The modern clients of events acquired taste and desire for quality and innovative dishes, so the catering services adapted their needs. These suppliers may have their own kitchen, the venue may provide them with one or the organisers will have to improvise a place where the food will be prepared. The organisers will have to consider other important factors when hiring these companies, such as waste management, asking the guests their preferences if it is a controlled event or researching the potential customers if it is an uncontrolled one, informing the catering company about the theme and the key moments of the event, such as speeches or surprise shows and assuring they will have enough food and beverages for the customers.

Hotel booking agencies, incentive travel agencies, national, local tourist bodies, travel companies and accommodation companies play an important role in events if the customers are tourists or if they are coming from other localities and have to stay overnight. These organisations could provide some events with customers and offer them additional services such as accommodation and guiding. The event organisers could make contracts with these companies or buy their services for the customers in order to obtain them cheaper, instead of letting the clients buying by themselves.

Ticketing agencies could be contacted to advertise the event, if the organisers are not specialised or don’t have time for this. If an event is theme-based, then theme designers, costume hire services, floral contractors and other such companies can be hired to set a professional theme, buying the right supplies from retailers or producers of decoration or themed products for events. Photographers and video makers offer professional recording of events and they should be hired especially at cultural and personal events because people like to memorise them over the years.

Music and entertainment providers supply the events with the main component for the customer for the leisure events or they could just help for the ambiance at events that have other principal purposes. There are many available venues today that can and even ask to be hired for organising events. Many venue owners organise events by themselves, but also allows other professionals to hold events in their venues on a contract basis. The event manager should know how to negotiate with these venue owners and how to establish relationships. Government bodies also play an important role in events, because of the laws for preparation and sale of beverages, food, waste management and removal. External regulatory bodies As noted, contemporary events take place in an increasingly regulated and complex environment. A series of local government and statutory bodies are responsible for overseeing the conduct and safe staging of events, and these bodies have an integral relationship with the industry.

Councils often oversee the application of laws governing the preparation and sale of food, street closures, waste management and removal. In addition, events organizers have a legal responsibility to provide a safe workplace and to obey all laws and statutes relating to employment, contracts, taxation and so on. The professional event manager needs to be familiar with the regulations governing events and to maintain contact with the public authorities that have a vested interest in the industry. Events are held in many different locations from established venues to open spaces. The nature of your event will help dictate the type of venue you select. The event site or venue should be an effective space that suits the type of event being staged . Ultimately, the venue MUST be able to meet the needs of the event and its audience. “The number of new venues, and types of venues, opening their doors to conference delegates appears to be escalating, and there are increasing signs that demand for these facilities is not increasing at the same rate. Venues are not only changing in quantity but also in their quality. ”

Top 5 Most Important Factors When Choosing a Venue as Identified by a Number of American Event Organisers

1. Size of the venue
2. Potential audience draw
3. Location
4. Number of meeting rooms
5. Price
6. Mike Lyon, Director, Write Style Communications,
7. The National Venue Show

The choice of a venue is a crucial decision that will ultimately determine many of the elements of staging. Figure 13. 2 lists the major factors in the choice of a venue.

The venue may be an obvious part of the theme of the event. A corporate party that takes place in a zoo is using the venue as part of the event experience. However, many events take place within ‘four walls and a roof’, the venue being chosen for other factors. It can be regarded an empty canvas on which the event is painted. Events can be staged in a range of unusual spaces, from unused factories, parkland, car parks or shopping centres, to floating stages on water or using flat-back trailers from articulated lorries in a supermarket car park.

The event manager can exploit the surroundings and characteristics of the venue to enhance the event experience. In these situations, the traditional roles of stage manager and event manager become blurred. When the audience and the performers mix together and where they and the venue become the entertainment package, the delineation between stage and auditorium is no longer appropriate. An event that uses a purpose-built venue, for example, an arena or exhibition centre, will find that much of the infrastructure will be in place.

For music events, HSE (1999) suggest that main considerations for the site visit are available space for the audience, temporary structures, backstage facilities, parking, camping and rendezvous points, together with some idea of proposed capacity, concept for the entertainment and rough calculations of space requirements. For conference events, Shone (1998) identifies that location will be the key consideration, with the venue needing to be close to a main motorway and within an hour’s travelling time of a major city and airport (if international delegates are expected).

Further, Owen and Holliday (1993) recommend that the event manager makes a preliminary unannounced visit to the venue to check the ambience and courtesy of staff before making arrangements. Lyon (2004, p. 2) notes that a site inspection or familiarization (Fam) trip provides you with the opportunity to sample the destination or potential venue, with the aim of you being able to sell this back to your organization and recapture the experience for your delegates. He provides a useful handbook to assist this process.

Rogers (1998) suggests that there are a number of points to consider when shortlisting conference venues. These include: . the type of venue (hotel, conference centre, university, football stadia or stately homes) . the conference rooms and facilities available (including combination of room sizes and style of seating for the requirements of the event) . accommodation and leisure options (depending on residential requirements and opportunities for social activities) . an identifiable point of contact. As with many aspects of supplier selection, the Internet has had a significant effect on venue choice.

Using a search engine is often the first action in the investigation of a suitable venue. Some websites display a choice of venues once certain information (such as size of audience, approximate location and type of event) has been entered. The major hotels, conventions and exhibition centres, universities and purpose-built venues have websites to enable the matching of event requirements to venue characteristics. However, this method has the same limitations as those of using photos and brochures to assess a venue. The websites are a tool for selling the venue, not a technical description.

In addition, many suitable venues may not have an Internet presence. An Internet search will show only venues that expect to host events. If the event is truly special, the event venue may be part of that theme. A car park or a rainforest, for example, will not appear in a search for event venues. The final consideration when choosing an event is whether it requires a physical location at all. With the ongoing development of videoconferencing, and the extensive developments in the Internet, events can take place in ‘cyberspace’. With some events, e. g. usic concerts, the event takes place live in venue in the traditional manner, however, with the introduction of webcasting, a worldwide audience can view or experience the event simultaneously. In this instance, access to technological support and facilities, for example, a large bandwidth telephone line, will be a consideration. In other areas, for example, exhibitions and conferences, technology has been deployed in such a way that it may support the live event experience, through the website hosting supporting materials for visitors to view and in some cases interact with.

Relatively recent advances in Internet technology, together with faster telecommunication infrastructure, have enabled conferences to take place solely on Staging events 389 line, with delegates interacting, either visually through videoconferencing or through text with instant messaging. Exhibitions can take place in virtual exhibition venues, which can either be modelled on the live exhibition venue as a means of supporting the event experience or can take place solely in the virtual world without the boundaries of traditional venues and limited only by imagination and the available technology.

The value of such developments is only just beginning to be realized, with some commentators predicting the death of live events, whilst other, more enlightened observers view these developments as a further medium to support or enhance the live event experience. The venue contract will have specialist clauses, including indemnifying the venue against damages, personnel requirements and provision of security staff.

The contract can also contain the following elements:

• Security deposit: an amount, generally a percentage of the hiring fee, to be used for any additional work such as cleaning and repairs that result from the event.
• Cancellation: outlining the penalty for cancellation of the event and whether the hirer will receive a refund if the venue is rehired at that time.Access: including the timing of the opening and closing of the doors, and actual use of the entrances with controls to ensure only access to authorized areas.
• Late conclusion: the penalty for the event going overtime.
• House seats: These is the reserved free tickets for the venue management. Additions or alterations: the event may require some changes to the internal structures of the venue.
• Signage: this covers the signs of any sponsors and other advertising. Venue management approval may be required for all promotional material.

When hiring a venue, it is important to ascertain exactly what is included in the fee. For example, just because there were chairs and tables in the photo of the venue does not mean that they are included in the hiring cost.

The main purpose of an organisational structure is to help everyone know who does what. To have an efficient and properly functioning business, each employee in that business needs to know that there are people to handle each kind of task. At the same time, an organisational structure essentially makes sure that people aren’t running up against each other or arguing as everyone will be doing their own little bit. Another purpose of a structure with clearly defined roles, functions, scopes of authority and systems is that it will help make sure your people are working together to accomplish everything the business must do. Additionally, an organisational structure is to establish lines of control and communication.

Benefits of a clear organisation structure(2)

An organisational structure is the framework that helps employees achieve their goals and do their jobs but a very clear organisation structure will make it a lot easier for the employees of a business to complete their job since they’ll know exactly what they need to do and also who they report to if anything goes wrong. Also, a clear organisational structure could reduce the percentage of redundancy by eliminating extra and unproductive processes.

Organisational Chart(3)

An organisational chart is a diagram that shows the structure of an organization in terms of relations among personnel or departments. An organisational chart also represents lines of authority and responsibility. Generally, an organisational chart is a horizontal or vertical tree that contains geometric shapes to represent staff or divisions. The purpose of the organisational chart is to demonstrate to the members of staff the distribution of power within the company, showing them their contractual position, who’s their boss and who’s their subordinates. The chart will show the domain of every employee. Employees require it so they know who to go to should conflicts arise or major problems and employers require it to view their organisation and to meet progress and workforce management objectives.

Organisational Structures(4)

There are four main types of organisational structures that a business may have. One of those is the tall organisational structure. In its simplest form a tall organisational structure has many levels of management and supervision. There is a “long chain of command” running from the top of the organisation for example a Chief Executive down to the bottom of the organisation a shop floor worker. The diagram on the right neatly captures the concept of a tall structure.

Flat

In contrast to a tall organisation, a flat organisation will have relatively few layers or just one layer of management. This means that the “Chain of Command” from top to bottom is short and the “p of control is wide”. Due to the small number of management layers, flat organisations are often small organisations.

Hierarchical

In a hierarchical organisation employees are ranked at various levels within the organisation, each level is one above the other. At each stage in the chain, one person has a number of workers directly under them, within their p of control. A tall hierarchical organisation has many levels and a flat hierarchical organisation will only have a few.

Along with those organisation structures, other businesses have other different structures to choose from. These structures include structuring your business in terms of products or by the type of customer or by functions which is structuring the business in terms of different roles and jobs

Functional Areas(5)

Functional areas are the specialist areas of activity within an organisation. The main purpose of functional areas is to ensure that all important business activities are carried out ef?ciently. This is essential if the business is to achieve its aims and objectives. The main functional areas that can be found in a business are finance, marketing, production, sales, customer service and human resources.

Finance

In finance the chief accountant supervises the work of the accounts department. The managers of an organisation need to be constantly aware of the financial state of the business and likely financial impact of decisions that they make.

Finance functions include:

* Producing invoices, checking payments are received and chasing up overdue payments

* Recording money received

* Producing cash flow forecasts regular financial reports for senior managers

* Advising senior managers on sources of finance for capital expenditure

* Monitoring department budgets to check managers are not overspending

Human resources

Human resource managers are responsible for all aspects of people management in an organisation.

Human resources functions include:

* Advertising job vacancies

* Arranging staff training and encouraging continuous professional development

* Checking health and safety and keeping accident records

* Notifying staff of promotion opportunities

Customer services

Customer service is concerned with looking after customers at all stages of their relationship with a company. Customer services functions include:

* Answering customer enquiries about products and services

* Solving customer problems

* Analysing records of customer complaints to resolve problem areas

* Providing after-sales service, including replacing damaged goods,

Arranging for repairs or for spare parts to be obtained and fitted

Marketing

The marketing function is responsible for identifying, anticipating and satisfying customer requirements. Market involves carrying out market research to find out which types of customers make up a particular market, what they want, where they want it, how they like it and at what price.

Marketing functions include:

* Producing and distributing publicity materials, such as catalogues or brochures

* Promoting products and services through a variety of adverting and promotional methods like TV, online, or sponsorship

* Analysing market research responses and advising senior managers of the results and implications

* Designing, updating and promoting the company website

Sales

The sales function is responsible for getting customers to buy what the company produces. While the role of marketing is to find out what customers want and then to provide the right mix of price, product, promotion and place, the role of sales is to get customers to buy what the business produces.

Sales Functions include:

* Keepings customer records up to date

* Responding to customer enquires

* Selling the product or service to customers, either over the telephone or face to face

* Negotiating discounts or financial terms for business customers

Production

Production organises who makes the goods and how and when they are made. Production managers will decide how goods will be produced-that is the methods of production. They also need to create schedules for when employees will carry out particular tasks

Production functions include:

* Planning production schedules to maximise machine capacity and staff levels

* Storing and checking the stocks of raw materials

* Ordering(often buying) stocks of raw materials approved suppliers

* Carrying out repairs to machinery and equipment as required

Below are the functions for Centrica and Martin House Hospice

Functions

Centrica

Martin House Hospice

Finance

Centrica are a plc so they have to keep records of money earned and post them onto their websites so they can try to get more shareholders investing into their business

The trustees at Martin House have to closely monitor their budget and fundraising team to make sure that their raising enough money since they have such a large amount of money

Human resources

On Centrica’s website they have a section where they have information about the jobs available in the UK for Centrica to try and recruit more workers.

The office staff will try to recruit new workers and volunteers

Customer Services

Centrica provide after sale services, including replacing damaged goods, solving customer problems

The customer services is the most important function for Martin House because their dealing with children with life limiting illnesses so they have to respond very quickly to any requests or queries from the children

Marketing

Centrica have to constantly keep updating, promoting the company website and also post the share price online.

They don’t focus much on marketing because they’re a not for profit business but they produce and distribute newsletters in attempt to gather more volunteers.

Sales

Centrica sell their products through the phone and also services by going to customer’s houses and fixing their boilers in order to have sales

Martin House make their sales through fundraising events and donations

Production

In terms of production, Centrica don’t buy raw materials they source them their selves and store them too.

The admin staff at Martin House will have to deal with the production long with the children need and want

Centrica

The structure of the business Centrica is a flat structure as it starts with the chief executive then separates into managers of Centrica’s companies. This works well because there will be greater communication since there’s only a few bosses.

Following the main organisational structure, Centrica is then structured in terms of types of customers. For example British Gas is split into residential energy supply, energy services and business energy services and supply

The same is done with all the other product groups except for Centrica storage because Centrica doesn’t have customers it just processes and stores energy. On the other hand, Direct Energy and Centrica energy are structured in a similar way to British Gas with a flat structure consisting of the types of customers at the bottom. Images of how Direct Energy and Centrica energy are structured are below.

Finally, Centrica is then divided into geographical areas for the call centres. For example British Gas’s call centres would consist of a call centre manager then below the manager would be 14 teams with 12-15 workers per team.

Martin House Hospice

Martin House is structured in a fairly simple way. They are structured by functional area and type of customer in order to keep themselves organised. The Martin House functional structure includes:

* A care team

* A cook team

* An admin staff,

* A care staff,

* Volunteers,

* Office staff,

* A Fundraising team

* Doctors

* Social workers and many more

Martin House are also structured in types of customer. Within Martin House they have a teenage unit where they have personnel who only deal with teenagers and then they have a separate who deal with the normal children unit.

This instance survey is about Mr Smith ‘s eating house. Mr Smith is a alien who has lived in the UK for many old ages. His household in Africa operates a concatenation of eating houses across the continent and he is hence familiar with this sort of concern. At present the Smith Restaurant has a cardinal location in London, near to many attractive forces and is easy accessible by public conveyance. His eating house is a little household concern – he is the laminitis, proprietor and besides the Managing Director. Although he has two Assistant Directors and three Supervisors, he has a direct control over direction and operational issues such as hiring of staff, selling, gross revenues publicity, accounting and finance section. The eating house has fifty employees largely made up of international pupils who work portion clip. These pupils are attracted by the flexible on the job conditions that Mr Smith offers. This allows them to work portion clip during term clip and full clip during holiday.

Recently the eating house has seen a large addition in its clients due to the popularity of its European and International culinary arts. These factors have convinced Mr Smith of the wisdom of opening similar eating houses throughout the UK. Mr Smith is the 1 who makes all determinations and he has a direct control over direction and other operational issues.

The current issue at the eating house is that Mr Smith is loath to enroll new staff and to get by with the increased activity in the eating house he has reduced staff tiffin clip. Some staff felt that these alterations should non hold been introduced without their consent. When one employee complained about the state of affairs, he was sacked. The remainder of the employees are unhappy but they are afraid to voice their concerns for fright of fring their occupations. Harmonizing to Mr Smith, he pays his employees really good and hence they will be happy with his determinations ; his determinations are non for argument ; directors should do the determinations and subsidiaries must obey. He does non believe in confer withing staff when he has to do of import determinations.

As a consequence, a feeling of weakness, disaffection, and fright have developed amongst staff. The recent alterations in employees ‘ working conditions have increased the degrees of absenteeism and lateness. Mr Smith is now really concerned that if such tendencies continue, the eating house may non be able to get by with the increased client demand.

Bing one of the longest helping employees, Mr Smith asked me to see the above issues and rede him in visible radiation of the enlargement and recent developments of the concern. My undertaking is to rede him on the followerss within the concatenation of new eating houses.

Organizational constructions and civilizations ;

Approachs to direction and leading manners ;

Motivational theories and their application ;

Group behavior, teamwork and engineering

Organizational construction creates a model of order and bid through which the activities of the administration can be planned, organised, controlled, and directed towards the ends and aims of the administration. The construction defines undertakings and duties, functions, relationships and communicating.

Within the UK, most eating houses have entrepreneurial, functional and geographical constructions.

1. Entrepreneurial Structure: This construction is appropriate for little proprietor managed companies, for illustrations: a little eating house, a small-scale industrial unit, or a little proprietary concern.

Functional Structure: This is the most normally used footing for grouping activities harmonizing to specialization that is organizing the concern harmonizing to what each section does. Specialised accomplishments and deputation of authorization to directors are needed to look after different functional countries.

Geographic construction: Activities are grouped harmonizing to location. Different services are provided by geographical boundaries harmonizing to peculiar demands and demands, the convenience of consumers, or for easiness of disposal.

Tall and level hierarchal constructions

In the tall construction there are narrower ps of control and more degrees of bid – that is many managerial degrees and fewer staff.

In the level construction there are broader ps of control and few degrees of bid – that is few managerial degrees and many staff. For illustration, the McDonald ‘s eating houses all have a level construction. The director in each topographic point of concern controls the other helpers and employees. He takes all the determinations and he is in charge of the chief maps like, R & A ; D, selling, finance and human resources and the other staff do the merchandising.

Advantages of tall and level constructions

Manager can anticipate rapid publicity.

With a little p of control, a director is able to give significant periods of clip to each subsidiary.

Closer contact between directors and junior workers

A broad p of control encourages deputation and motive through occupation enrichment

Lower direction operating expense costs

Horizontal and sidelong communicating is encouraged

Promotions are existent and meaningful

Closer contact between top direction and lower degrees

Organizational civilizations

Every concern is made up of different civilizations, and the civilizations that are present within the concern depend on the direction manners and organizational constructions that are used. Handy ‘s four types of civilizations are:

Power civilization: Best suited for little entrepreneurial administrations and relies on trust, empathy and personal communicating for its effectivity.

Role civilization: Emphasizes on power and place within the administration. This type of civilization applies when administrations are large and inflexible.

Task civilization: Job-oriented or project-oriented. This works good in a matrix administration construction.

Person civilization: Works about educated persons. Examples are groups of barristers, designers, physicians or advisers.

Looking at Handy ‘s four chief types of administration civilizations it can be seen that most of the UK eating houses follow the power civilization.

Organizational construction and civilization of Mr Smith ‘s eating house

After analyzing Mr Smith ‘s instance survey and the latest issues, it is clear that his eating house is following an entrepreneurial and hierarchal construction, and a power civilization since it is a household owned concern where there is inordinate trust is on the owner-manager ; Mr Smith has authorization, duty and answerability within the administration. The distribution of undertakings, the definition of authorization and duty, and the relationship between members of the administration are established on a personal and informal footing. Therefore I am convinced that the direction manner, organizational construction and civilization are act uponing employees ‘ behavior within administration.

However, with Mr Smith ‘s program to spread out and develop new eating houses across the UK, there is demand for a formal organizational construction and civilization, which has to be carefully designed, so as to avoid struggle and promote the willing engagement of staff for effectual organizational public presentation. I believe that Mr Smith concern should hold a level structured along functional lines with major countries including, Gross sales and Marketing, Human Resources, Accounting and Finance, and Buying Departments. With a level construction the concern will hold:

A broad p of control encouraging deputation and motive through occupation enrichment.

Lower direction operating expense costs.

Better communications as horizontal and sidelong communicating is encouraged.

Real and meaningful publicities.

Closer contact between top direction and lower degrees.

Factors that may act upon single behavior of Mr Smith ‘s employees

The person: The person is a cardinal characteristic of organizational behavior. When the demands of the person and the demands of the administration are incompatible, this can ensue in defeat and struggle. Then it the work of the direction to incorporate the person and the administration and to supply a working environment where person ‘s demands is satisfied every bit good as administration ends are achieved.

The group: Group exists in all administrations and are indispensable to their working and public presentation. Peoples in groups influence each other in many ways and groups may develop their ain hierarchies and leaders. Group pressures can hold a major influence over the behavior and public presentation of single members.

The administration: Individual behavior is affected by forms of administration construction, engineering, manners of leading and systems of direction through which organizational processors are planned, directed and controlled. Therefore, the focal point of attending is on the impact of administration construction and design, and forms of direction, on the behavior of people within the administration.

The survey of direction theory ( besides termed direction thought ) and its application in administrations brings alterations in behavior. It helps to understand the rules underlying the procedure on direction. It helps to understand the interrelatedness between direction theory, rules and patterns of direction, and behavior in administrations. Directors learned about how they should act. This will act upon their attitudes towards direction pattern. The different attacks to direction theory are: Classical attack ; scientific direction ; Bureaucracy ; Human dealingss attack ; Systems attack ; and Contingency attack.

These assorted attacks underpin the common rules of direction that administrations should pattern in their concern, which mean they are based on positions of administrations, their intent and duties, construction, division of work, hierarchy of direction, proficient demands, regulations and ordinances and behavior.

Fayol 14 Principles of Management

Division of work: Specialization increases end product as employees become more efficient.

Authority: Gives directors the right to give orders.

Discipline: Employees must conform to esteem the regulations that govern the administration and the usage of punishments for interrupting the regulations.

Integrity of bid: Merely one higher-up should give orders to employees.

Integrity of way: Organizational activities holding the similar aim should be directed by one director utilizing one program.

Subordination of single involvements to general involvement: The administration involvement should rule employees ‘ or group involvements.

Wage: A just pay for workers and their services.

Centralization: The grade to which subordinates participate in decision-making.

Scalar concatenation: Communicationss should follow this concatenation.

Order. Peoples and stuffs should be in the right topographic point at the right clip.

Equity. Directors should be sort and carnival to their subsidiaries.

Stability of term of office. High employee turnover is inefficient. Management should supply orderly forces planning and guarantee that replacings are available to make full vacancies.

Initiative. Employees who are allowed to arise and transport out programs will exercise high degrees of attempt.

Esprit de corps. Promoting squad spirit will construct harmoniousness and integrity within the administration.

Suggestion: Mr Smith should follow these rules of direction. Directors will hold to execute these five maps ( by H Fayol ) : Plan and prognosis ; organise ; bid ; co-ordinate ; and command.

The different attacks to direction theory

• Emphasis on intent ;
• Formal construction ;
• Division of work ;
• Hierarchy of direction ;
• Technical demands ;
• Common rules of administration.
• Scientific direction and Bureaucracy are the two sub-grouping of the classical attack.
• Scientific direction – F.W Taylor ( 1911 ) :
• Scientific choice and preparation of workers ;
• Development of a true scientific discipline for each component of an person ‘s work ;
• Co-operation with the employees to guarantee work is done as set ;
• Division of work and duty between direction and the employees ;
• Improve production efficiency through work surveies, tools, economic inducements.
• Bureaucracy – Max Weber ( 1947 ) :
• Formal hierarchal construction ;
• Administration by functional forte ;
• Rules and ordinance ;
• Impersonality ;
• Employment based on proficient makings.

Human dealings attack

Elton Mayo and the Hawthorne Studies ( 1933 ) discovered that the informal administration, societal norms, credence, and sentiments of the group determined single work behavior.

Maslow, McGregor, Herzberg, and many others stressed the importance of societal dealingss in administrations, understanding workers and directors as human existences with societal and emotional demands.

Systems attack: Administrations are unfastened systems that invariably interact with the external environment: Inputs ( resources and information ) transmutation procedure end products ( merchandises, services, information ) feedback

Contingency attack: Contingency theory does non place or urge any peculiar attack to administration and direction. Appropriate direction attack depends on situational factors faced by an administration.

Suggestion: After comparing the above managerial attacks I believe that the classical attack will outdo suit Mr Smith eating houses. The classical attack Centres on understanding the intent of an administration and so analyzing its construction. They play accent on the planning of work, proficient demands, principal of direction and behavior. Attention is given to the division of work, responsibilities, duties, keeping specialization and co-ordination, hierarchy of direction and formal organizational relationships.

Different leading manners and their effectivity

Definition: Leadership in an administration is to take employees to work in a given way to accomplish its ends and aims.

Autocratic leading: All authorization is centred on the leader and determinations are enforced by agencies of wagess and the fright of penalty. Communication is one-way, from the leader to the followings.

Advantage: Quick decision-making.

Disadvantage: Its consequence upon group morale ; creates struggle.

Democratic leading: In contrast, democratic takes into history the suggestions of the members and of the leader. It is a human dealings attack, in which all members of the group can take part and lend to better the quality of the concluding determination. Advantages: Increased morale and support for better determinations through shared thoughts among group members.

Disadvantages: Slower decision-making and diluted answerability for determinations.

Individualistic leading: The leader exercises really small control over group members. A member is given a end and largely left entirely to make up one’s mind how to accomplish it. The leader maps chiefly as a group member, supplying merely every bit much advice and way as is requested.

Advantage: Opportunity for single development offered to group members. All individuals are given the opportunity to show themselves and to work comparatively independently.

Disadvantage: Lack of group coherence and integrity toward organizational aims. Without a leader, the group may hold small way and deficiency of control. The consequence can be inefficiency or even worse, pandemonium.

Suggestion: Mr Smith is using an important leading in his first eating house because his concern is little. But now that he wants to spread out his concern he has to follow a different manner of leading. I would propose that he has to follow the democratic leading within his new eating house. This is because the democratic manner is a human relation attack in which all staff participates and contributes in the decision-making. This will forestall struggle between staff.

Different motivational theories and their application

Definition: Motivation can be described as the way and continuity of action. It is concerned with why people choose a peculiar class of action in penchant to others. The intent of motivational theories is to foretell behavior. The difference theories of motive are:

• Motivation
• Content Theory ( nonsubjective )
• Procedure Theory ( subjective )
• Herzberg
• Adams
• Handy
• Vroom
• McGregor Theory X & A ; Y
• Maslow
• McClelland
• Maslow ‘s hierarchy of demands
• Challenging occupation ; accomplishment in work
• Job rubric ; high position occupation
• Friendship at work
• Safe status at work
• Pay ; pleasant working status

The hierarchy of demands are shown as a series of stairs in the signifier of a pyramid ; it implies a thinning out demands as people progress up the hierarchy. Based on Maslow ‘s theory, one time the lower-level demands have been satisfied ( physiological and safety demands ) people advanced up the hierarchy. Therefore to supply motive for a alteration in behavior, the director must direct attending to the following degree of demands ( love or societal demands ) that seek satisfaction.

Theory X premises:

• -Peoples inherently dislike work.
•  People must be supervised to make work to accomplish aims.
• -People prefer to be directed.

Theory Y premises:

• People position work every bit being every bit natural as drama and remainder.
• People will exert autonomy and self-denial towards accomplishing aims they are committed to.
• People learn to accept and seek duty.

Herzberg ‘s Two-factor theory

Incentives – Intrinsic factors: Factors increase occupation satisfaction

Hygiene factors – Extrinsic factors: whose absence can make occupation dissatisfaction

• Accomplishment
• Supervision
• Recognition
• Company policy
• Work itself
• Working conditions
• Duty
• Salary
• Promotion
• Peer relationship
• Growth
• Security

McClelland theory:

Need for accomplishment:

• Personal duty
• Feedback
• Moderate hazard
• Need for power: Influence
• Competitive
• Need for association: Credence and friendly relationship
• Concerted

Suggestion: Mr Smith does non depute ; does non give employees duties ; employees are non considered portion of the group ; they feel insecure in the employment ; they can non voice their sentiments ; he imposes his regulations and ordinances on employees. In add-on he has reduced employees ‘ lunch-time. Here Mr Smith is utilizing McGregor ‘s Theory X ; employees are unhappy and de-motivated to work as their lunch-time has been reduced but their rewards have non increased. Therefore, since he wants to spread out his concern throughout UK, I will urge the Maslow ‘s hierarchy of demands theory to Mr Smith. Directors will hold to supply motive for a alteration in behavior by fulfilling the lower-level demands so that the employees ‘ basic wage, safe working conditions ( demand to remain alive, have nutrient, shelter ) and occupation security, periphery benefits, protection against unemployment, unwellness are satisfied. This will promote the willing engagement of employees for effectual organizational public presentation.

The relationship between motivational theory and the pattern of direction

The intent of motivational theories is to foretell behavior ; and behaviour of people in administrations depends on patterns of direction. If directors practise Fayol ‘s 14 rules of direction, so employees at all degrees are motivated to work. Peoples by and large respond in the mode in which they are treated. Therefore, to command human behaviour a heavy duty is placed on directors and the activity of direction, where attending must besides be given to allow systems of motive, occupation satisfaction and wagess.

Consequently, Mr Smith must understand how good direction patterns will actuate staff to work. Directors should be after and calculate, organize, bid, co-ordinate, and command suitably in an effort to fulfill employees ‘ demands so that they are motivated to work. This will make an organizational clime in which employees can work volitionally and efficaciously to accomplish the ends of the administration. Directors should acquire the best public presentation from employees to pull more clients.

Directors should use this policy: The demands, wants and rights of employees to be treated reasonably and with self-respect.

Nature of groups and group behavior within administrations

“ A group comprises two or more persons who interact in the corporate chase of a common end. They portion values and ends, are involved in regular activities together, and place themselves as members of the group and are identified as such by others ” . ( From talk notes – AJ ) .

Another utile manner of specifying group is a aggregation of people who portion most, if non all, of the undermentioned features:

• A definable rank ;
• Group consciousness ;
• A sense of shared intent ;
• Mutuality ;
• Interaction ;
• Ability to move in a unitary mode.

Formal groups ( official groups ) : Created to transport out specific undertakings set up by the administration to finish assigned undertakings.

Formal groups may be divided into two class:

Functional groups: Consist of changing size of work units, with a director and subsidiaries who are responsible for a scope of responsibilities and maps within the administration, for illustration: the finance section, the wages subdivision and the gross subdivision.

Undertaking groups: Created for the despatch of specific concern or operations, such as a undertaking squad, direction squad or co-ordinating commission.

Informal groups ( unofficial groups ) : Created by the single members for the intent of sharing a common involvement.

Importance of informal groups:

The spread of information through informal webs – the pipeline – is frequently much faster and more influential than through formal groups.

There is the possible for struggle between functions held in formal and informal groups peculiarly in regard of leading, where the informal leader may non be the same individual as the formal leader.

Two informal groups:

Interest groups: develop around the shared chase of a specific end by certain employees, which may or may non be related to the administration.

Friendship groups: Persons fall ining together for assorted societal activities

The factors act uponing Group Behaviour: Cole ( 1996 )

Factors taking to effectual teamwork within the new concern

Peters and Waterman defines five factors for effectual teamwork:

The Numberss should be little: each member will so stand for the involvement of his or her section.

The squad should be of limited continuance: Exist merely to decide a peculiar undertaking.

Membership should be voluntary.

Communication should be informal and unstructured.

It should be action-oriented. The squad should complete with a program for action.

The influences that threaten success of teamwork

The squad does non work around the undependable people.

A smaller group of people does most of the work and a larger group pretends to assist.

Sometimes team members do non work good together and may work against each other. This may ensue dysfunctional squads, caused by:

• Lack of trust is the most common job afflicting squads ;
•  Lack of squad coherence
• Lack of a clearly defined intent

Impact of engineering on squad operation

Technology: Technologies such as electronic mail, nomadic phones, blackberry, groupware and computing machines can better and in some instances delay squad operation. To be able to work efficaciously, squads must be kept up-to-date with cognition as engineering alterations.

Communication: Successful squads communicate successfully by electronic mail, nomadic phone, phone engineerings such as blackberry and 3G informations cards and 3GB USB dongles, groupware and personal computing machines.

Change: Successful squads can successfully bring-up alteration. Teams will go less effectual and efficient if they do non react to altering internal and external factors. In contrast, antiphonal squads are more effectual, efficient and, are able to lift to the challenges of the modern concern universe.

Networks and practical squads: In the modern connected universe, it is easier for squads to pass on and web. It is possible to make practical squads which ne’er ( or seldom ) meet in physical locations and utilize a scope of web tools to pass on and join forces.

Global and cross-cultural squads

Mr has to follow HR patterns to guarantee that the administration is able to accomplish success through people.

Staffing the administration: Sufficient Numberss of the right people in the right topographic point, at the right clip, and at the right cost for the administration.

Reward and acknowledgment: Creating structures that maximise enlisting, keeping and motive ; obtaining the best public presentation from the people available.

Performance betterment throughout the administration, for single, squad and organizational effectivity

Pull offing behaviour – guaranting that persons are encouraged to act in a manner that allows and Fosters better working relationships.

Customers: Mr Smith and his country directors should supervise the changing demands and outlooks of its clients, and the quality of service they require.

Decision and recommendations

With Mr Smith ‘s program to spread out and develop new eating houses across the UK, there is demand for a formal organizational construction and civilization, which has to be carefully designed to promote the willing engagement of staff for effectual organizational public presentation.

Mr Smith should follow the rules of direction – directors will hold to execute these five maps ( by H Fayol ) ; program and prognosis ; organise ; bid ; co-ordinate ; and command.

The classical attack will accommodate his concern as it plays accent on the planning of work, proficient demands, rule of direction and behavior.

Alongside he has to follow the democratic leading in which all members of the group can take part and lend to better the quality of the concluding determination.

Area directors will hold to supply motive for a alteration in behavior by fulfilling the employees ‘ demands through wages.

Mention

1.  hypertext transfer protocol: //ezinearticles.com/ ? id=1269812
2. http: //choo.fis.utoronto.ca/FIS/courses/LIS1230/LIS1230sharma/history6.htm ( Maslow ‘s hierarchy of demands )
3.  hypertext transfer protocol: //www.hnc-business.co.uk/unit3.html
4. Dhlamini S. , 2009. Administrations and Behaviour ( unit 3 ) H1, HND in Business. London: Guildhall College