relationship between organisational structure and culture | Bukola makinde - y3y3games.info
The relationship between Organizational Culture, Structure and result of employees not having total control of the organisation's procedures. There is a clear relationship between the structure, culture and management How the organisational structure, culture and management style inter-relates in. P Compare and contrast different organisational structure The Relationship between the Structure, Culture, and Management Styles in.
Furthermore, Attitude factor can be defined as tendency to respond favourably or unfavourably to certain objects, persons or situations. The employees can perform better in the organisation if they form a positive attitude. The factors such as family, society, culture, peers and organisational factors influence the information of attitude.
At last but not least, Personality factor which can be defined as the study of the characteristics and distinctive traits of an individual, the inter-relations between them and the way in which a person responds and adjusts to other people and situations. Leadership styles and organisational theories Research and investigation into different management leadership styles has been fragmented and inconsistent.
Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction
There are various types of leaderships styles like: Autocratic leadership, Democratic, Bureaucratic, Laissez faire, and Paternalistic. In Autocratic Leadership managers seeks to make as many decisions as possible, they have the most authority and control in decision making, managers seeks to retain responsibility rather than utilise complete delegation. Moreover, managers are less concerned with investing their own leadership development, and prefer to simply work on commanded subordinates.
Democratic leadership is the style that promotes the sharing of responsibility, the exercise of delegation and continual consultation. In these leadership managers seeks consultation on all major issues and decisions.
Manager effectively delegate tasks to subordinates and give them full control and responsibility for those tasks. The bureaucratic leadership style is concerned with ensuring workers follow rules and procedures accurately and consistently. Leaders expect employees to display a formal, business-like attitude in the workplace and between each other.
Managers gain instant authority with their position, because rules demand that employees pay them certain privileges, such as being able to sign off on all major decisions. Taylor developed the following four principles of scientific management for improving productivity: Administrative theory Fayol, relates to accomplishment of tasks, and includes principles of management, the concept of line and staff, committees and functions of management.
Authority and responsibility is imperative for an organizational member to accomplish the organizational objectives. They should also comply with the rules and regulations of the organizations. Remuneration of personnel can be based on diverse factors such as time, job, piece rates, and bonuses, profit-sharing or non-financial rewards. The most commonly held views or theories are discussed below and have been developed over the last years or so.
Unfortunately these theories do not all reach the same conclusions!
His Theory of Scientific Management argued the following: Workers do not naturally enjoy work and so need close supervision and control. Therefore managers should break down production into a series of small tasks.
Workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay.
The most notably advocate was Henry Ford who used them to design the first ever production line, making Ford cars.
Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction
This was the start of the era of mass production. Mayo Elton Mayo — believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work something that Taylor ignored. He introduced the Human Relation School of thought, which focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together. From this Mayo concluded that workers are best motivated by: Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work.
All of the needs are structured into a hierarchy see below and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job contract or the respect of others. A business should therefore offer different incentives to workers in order to help them fulfil each need in turn and progress up the hierarchy see below.
Is There a Relationship Between Organizational Structure and Culture? |
Managers should also recognise that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker.
There is also a lot of importance given to teamwork. This type of culture emphasizes thinking outside the box. Employees are given a bit of latitude to experiment and to think differently. Creativity is encouraged and appreciated. The atmosphere is dynamic and roles are not always defined. It is quite different from the rest of the organizational cultures. Like organizational structures, it is not necessary that one type of culture will be prevalent throughout an organization. Some companies tend to implement different cultures in different sectors.
This is important to distribute tasks into different groups to ensure that no two people are working on the same project or task so that we get the most output for our input. Because organizations cannot be run without people, this tends to create different informal structures or environments in the organization which leads to different attitudes, perceptions, behaviors and traits with lots different types of aptitudes.
So when employees are supposed to work together on a task in the constraints of a formal structure to reach a certain objective there are certain ways to speak and interact, which in effect forms an organizational culture, where it may be created knowingly or unknowingly by the employees. Organizational culture in some way defines the organizational structure of an organization but the structure also partially defines the culture of an organization.What is Organizational Culture?
It can also be said that the structure is a framework for the culture to be implemented, while the culture dictates how the company should be structured. So, no matter how big a company, if its culture starts to disintegrate, it is only a matter of time till the structure also follows. Business performance in a Functional Organization structure can be severely affected by the time it takes for the flow of communication through the different levels of the hierarchy making the organization very slow to adhere to the new technology, the political situations, the economy, cultural changes or social factors and legal issues.
It generally has a narrow span of control which may cause restrictions in individual expression and power which causes job dissatisfaction and de-motivation. The level of motivation employees possess will affect their output affecting business performance. Employees might not understand the bigger scenario and the significance of their individual work. Employees may have a bad perception towards work or because everything is so clearly defined and communication is limited, this could result in an indifferent nature and attitude even greater affecting employee relations, affecting motivation, resulting in low business performance.
On the other hand a Divisional Organizational structure has greater flexibility because of low levels of management. This fast attribute to change makes it competitive, able to adjust to customers wants and needs very fast, giving it better performance. Better communication encourages individual through initiative and power to make decisions giving the feeling of self-freedom, causing highly motivated employees, which affects business in a very good way.
This is also dependent upon the individual personalities and networking within the organization. This study explores the relationship between organizational culture and leadership behavior.
Although the data indicated that the development of an organizational culture is related to the behavior of its leaders, the results failed conclude whether this affected their attitudes or behavior as employees. From the nursing administration perspective, the normal course of action taken to influence employee behavior and achieve the objectives set by the administrators comes through administrative management.
Therefore, as well as discussing the relationship between leadership behavior and organizational culture, this research will investigate the effect of leader behavior and organizational culture towards employee job satisfaction.
The findings clearly show that hospital administrators should be concerned about the effects of leadership behavior and organizational culture on the attitude towards work of their employees. This should help administrators alter their behavior in order to maintain a good mutual relationship with their subordinates, improving their working attitude and, more importantly, reducing potential conflicts. Relationship between organizational culture and leadership behavior Culture is socially learned and transmitted by members; it provides the rules for behavior within organizations [ 18 ].
The definition of organizational culture is of the belief that can guide staff in knowing what to do and what not to do, including practices, values, and assumptions about their work [ 19 ]. The core values of an organization begin with its leadership, which will then evolve to a leadership style. Subordinates will be led by these values and the behavior of leaders, such that the behavior of both parties should become increasingly in line.
When strong unified behavior, values and beliefs have been developed, a strong organizational culture emerges.
Leaders have to appreciate their function in maintaining an organization's culture. This would in return ensure consistent behavior between members of the organization, reducing conflicts and creating a healthy working environment for employees [ 20 ].
Hypothesis 1- Organizational culture is positively correlated with leadership behavior. Relationship between leadership behavior and job satisfaction Job satisfaction has been associated with nurses who perceive their managers as supportive and caring. A supportive manager shares values, believes in a balance of power, and provides opportunities for open dialogue with nurses [ 21 ], which in turn reduces the chances of internal conflicts.
This type of leader is successful in his or her role and is supportive and responsive to clinical nurses, thereby preserving power and status within the hospital system.
Is There a Relationship Between Organizational Structure and Culture?
Such leaders are valued throughout the organization and have executive power to do what they see as necessary to create a positive environment for nursing [ 22 ]. Accordingly, they have a measurable effect on the morale and job satisfaction of nurses [ 23 ]. Hypothesis 2 - Leadership behavior is positively correlated with job satisfaction. Relationship between organizational culture and job satisfaction Organizational culture expresses shared assumptions, values and beliefs, and is the social glue holding an organization together [ 24 ].
A strong culture is a system of rules that spells out how people should behave [ 25 ]. An organization with a strong culture has common values and codes of conduct for its employees, which should help them accomplish their missions and goals. Work recognition and job satisfaction can be achieved when employees can complete the tasks assigned to them by the organization.