ORGANISATIONAL CULTURE

Organisational Culture and Behavior

Organisational Culture and Behavior

Introduction

This discussion will begin by selecting two organizations, which contrast both, in their structure and culture. The paper will elaborate on the differences in structure and culture between the two organizations and the manner in which each organization's structure and culture affect overall business performance, both positively or negatively. Then the discussion will continue by choosing two members of staff, one from each organization, who perform conflicting roles. The discussion will also incorporate ideas about how organizing and managing staff changed since the beginning of the 19th Century and subsequently elaborate on management approaches and the theories. The discussion will highlight the importance for organisations to recognize and address the phenomenon of groups and their behavior within the workplace and the role which technology plays in modern business.

Discussion

Every organization to be effective must have an organizational structure. It is the form of structure that determines the hierarchy and the reporting structure in the organization. There are different types of organization structures that companies follow depending on a variety of things; it can be based on geographical regions, products or hierarchy (Arthur, Bennett & Huffcutt, 2001). To put it simply, an organizational structure is a plan that shows the organization of work and the systematic arrangement of work. Organizations function in specific ways to accomplish different goals, and the structure of an organization can help or hinder its progress toward accomplishing these goals. Organizations large and small can achieve higher sales and other profit by properly matching their needs with the structure they use to operate. There are three primary types of the organizational structure: functional, divisional and matrix structure.

Management Approach includes a set of conventions to the above areas, not necessarily with each field must be filled out completely. For example, there is no need to use programs on the grouping of the services or functions of management systems to the specification of interfaces. It is necessary, however, the definition of meaning and representation of management information and a division of the roles of the interacting components in a management system. In today's management approaches, only some of these areas are considered (Ashkanasy, Wilderom & Peterson, 2000). The most ambitious of the OSI Systems Management, which stipulates among other things, the functional aspects of a management system. In no management approach, however, interfaces for connecting application programs come forth.

A management approach can be completely standardized and specified how it finds the OSI systems management. The currently most widely used approach is the SNMP management concept of the Internet Activity Board. This is in almost all remediable devices because this relies on a very simple, on the other freely available and is relatively flexible. Standardized management approaches have not gained any practical significance. This shows that a standard is a management approach for the dissemination of immense importance. In addition, standardizing the only way to achieve interoperability between management components from different manufacturers is present and thus to guarantee an operational capability in today's increasingly ...