The culture that exists in every organization Essay Example

direction is actively seeking agencies and schemes to ensure the company's ongoing success in its field.

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The question of optimal organization form and why it is addressed by organizational structure. Organizational structure and communication system closely interact to generate employee satisfaction, especially satisfaction with the organization. The four main types of overall organizational structure commonly found are classical machine bureaucracy, professional bureaucracy, matrix organization, and free-form design. Most large, complex organizations have relatively independent units with different structural forms. Generally, larger organizations are more likely to utilize multiple types of work system structure.

The combination of organisational structure and organisational culture is crucial for the company. The structure allows for delegation of responsibilities, which helps in organising the company and preventing conflicts between departments. However, if the culture is not good, it can have disastrous effects. Even if tasks and duties are effectively organised for each employee, their cultures can hinder performance, ultimately affecting the overall performance of the company.

To avoid arguments and conflicts, even with a strong structure in place, it is important for the company to have only one dominant organisational culture. When both the structure and culture work well together, there will be fewer delays in production and better overall performance.

The younger generation values opportunities over loyalty and has a different mindset that cannot be ignored. They prioritize their own interests, creating tension with the company and leading to the development of unwanted products. Individual behavior in organizations is influenced by environmental, physical, emotional, and psychological factors.

In a turbulent and uncooperative environment, employees tend to imitate this conduct, which leads to subpar performance. Moreover, individuals' physical well-being also influences their behavior. If someone is

not suitable for their job or experiences physical discomfort, they may concentrate on their disability rather than their duties. Likewise, emotional problems can impact employee performance, resulting in less desirable results.

Last, one factor that influences the behavior of forces is the psychological aspect. The psychological factor, which results from the combination of emotional and environmental issues, can be the most dangerous as it may lead employees to engage in harmful actions towards their colleagues. While various factors contribute to improving or worsening people's behavior, the outcome ultimately depends on the individual's circumstances. Teamwork can be described as the successful and efficient implementation of policies and tasks required to achieve a specific goal or objective, resulting in the satisfaction of group members.

Teamwork encompasses the careful guidance of the procedures involved in achieving the tasks at hand. For effective teamwork, every member must possess inherent qualities that contribute to overall success. These qualities include:

Mental Stability:

Mental stability is vital, especially when making important decisions and managing accompanying procedures. Staying updated with relevant developments ensures members remain knowledgeable in all matters.

Performance and Credibility:

Achieving the best outcomes as a group stems from well-prepared research, management, and development activities. Strong performance is connected to effective strategic planning and mobilization of human resources within the group. As a result, the group's credibility improves alongside their performance and teamwork.

Planning and Strategy Formation Capabilities:

The significance of teamwork in planning and strategy formation is increasingly evident in today's era. It is crucial for the success of group programs.

Decision-making abilities:

When group members make appropriate

decisions, they gain confidence in their ability to make critical choices, particularly when the unity of the group is at stake. As a result, the group actively seeks more challenges and opportunities to enhance its decision-making skills regarding current issues. I have discovered that interaction among group members plays a vital role in achieving teamwork while acquiring necessary knowledge and skills. Collaborative learning is now widely embraced as a means to promote teamwork among most groups.

By imitating the teamwork techniques of successful organizations during socialization processes, the group can learn from them. This allows the group to gain a different perspective on their own ideas and consider alternative options. The effectiveness of this approach relies on the group's ability to continuously challenge their existing knowledge by adapting to practices from other successful organizations. Embracing technology and innovation is vital for every organization in order to achieve business success and efficiency. This approach is crucial for balancing these two aspects and achieving success in terms of production handling and logistics.

Innovation and engineering rhythms are interrelated due to their functional roles in organization efficiency and production success. They serve as critical factors for creating high-quality products and services. Innovation is a result of technological advancement, which requires conforming to technology-based processes such as information technology systems and modern knowledge composition. Technology is effective when combined with advanced processes, as seen in Dell's production of their latest laptop models. These products have a strong technological foundation, with small parts meeting control standards and incorporating innovative features. Users can experience innovation through operating system applications, wireless internet options, and relevance in their usage of Dell laptops.

Furthermore, the use of

advanced technology is crucial for achieving organizational efficiency in terms of production goals. Gas and oil plants rely on innovative and efficient technology tools to meet production demands. Incorporating technology into regular production cycles and ideas plays a significant role in enhancing processes in production areas. Dell embraces advanced technology in their PC products and services, integrating it through an innovation process that starts once Dell's overall technology is adopted. This interplay between product enhancements and process innovation increases organizational service efficiency, leading to improved production quality. Ultimately, technological advancements drive product innovation.

In recent decades, there has been a revolution among management experts in how they define leadership and their attitudes towards it. They have shifted from a traditional authoritarian approach to a more creative and participative one.

In the pursuit of effective leadership styles, it has been found that not everything old was necessarily bad and not everything new was necessarily good. Different situations require different approaches, and each leader must be able to determine when to use a specific style. This article aims to outline four basic leadership styles: autocratic, bureaucratic, laissez-faire, and democratic. It will briefly explain each style and examine the circumstances in which they are most appropriate.

• Autocratic
• Bureaucratic
• Laissez-faire
• Democratic

Autocratic Leadership Style:

This particular style is often considered the classical approach.

The text explores an autocratic management style in which a manager has complete control and authority. Employees are not consulted or allowed to give input; instead, they must obey orders without explanation. This approach creates a structured environment with a system of rewards and punishments, but it has received substantial criticism over the past three decades. Studies

indicate that organizations led by authoritative individuals tend to experience higher turnover and absenteeism rates compared to other organizations. Additionally, it is noted that Gen X employees particularly oppose this management style.

These studies suggest that bossy leaders:

• Utilize threats and punishment as a means to influence employees
• Lack trust in employees who are not loyal
• Disallow employee input

Nonetheless, bossy leadership has some positive aspects. There are specific situations where it can be the most effective approach. These situations include:

• New, untrained employees who lack knowledge of tasks and procedures
• Detailed orders and instructions are necessary for effective supervision
• Employees do not respond to any other style of leadership
• Daily high-volume production demands exist
• A limited time frame is available for decision-making
• An employee challenges a manager's power/li;
• The area was poorly managed/li;
• Work coordination with another department or organization is required/li; Bureaucratic Leadership Style:All actions must adhere strictly to procedure or policy. If something falls outside the established guidelines, the manager seeks guidance from higher levels of authority. This type of manager functions more like an official than a leader.
  He or she enforces the regulations. This method can be effective when:
  • Employees are carrying out daily tasks repeatedly.
  • Employees need to understand certain standards or procedures.
  • Employees are working with unsafe or delicate equipment that requires a specific set of procedures to operate.
  • Safety or security training is being conducted.
  • Employees are performing tasks that involve handling cash.

  This

method is ineffective when:

• Work habits have formed that are difficult to interrupt, especially if they are no longer useful.
• Employees lose interest in their jobs and in their fellow workers.
• Employees only do what is expected of them and nothing more.

Democratic Leadership Style:

The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision-making. The democratic leader keeps his or her employees informed about everything that affects their work and shares decision-making and problem-solving duties. This style requires the leader to be a facilitator who has the final say, but gathers information from staff members before making a decision.

The democratic leadership style is effective for achieving high-quality and productive work over a long period of time. Employees appreciate the trust they receive and respond with cooperation, team spirit, and high morale. The leader helps employees assess their own performance, allows them to set goals, encourages job growth and promotion, and recognizes their accomplishments.

However, the democratic leadership style is not always suitable. It is most effective with skilled or experienced employees, or when implementing operational changes or solving individual or group problems. This style works best when keeping employees informed about matters that affect them, involving them in decision-making and problem-solving responsibilities, providing opportunities for personal growth and job satisfaction, addressing large or complex problems requiring input from many people, making changes or solving problems that impact employees or groups of employees, as well as encouraging teamwork and participation.

In contrast to this is the individualistic leadership style (also

known as the "hands-off" style) where minimal guidance is given by the director to maximize employee freedom in such an environment.

All power and authority is given to employees, who are responsible for making decisions and completing tasks independently.

This approach is effective in the following situations:

• Employees possess advanced skills, experience, and education.
• Employees take pride in their work and have the motivation to succeed on their own.
• External experts, such as specialized staff or advisors, are being utilized.
• Employees are trustworthy and experienced.

Organizational theory encompasses a range of abstract concepts that explain and predict phenomena in the real world. It consists of various propositions aimed at elucidating or anticipating human behavior within different organizational structures and circumstances. The focus is on how people form social units to achieve personal and organizational goals. Organizational theory does not refer to a single theory of organizations. There are multiple theories concerning organizational phenomena, some building upon each other while others represent radical departures from previous work. Early discussions on organizational theory highlighted the importance of hierarchy and leadership for successful objective achievement.

The concept of organizational theory emphasizes the importance of hierarchical organization, division of labor, and leadership in an organization's framework. It provides a foundation for organizing and managing a company by studying it from various perspectives, methods, and levels of analysis. Through different techniques, organizational theory helps understand the details of how a company is managed and organized to achieve its goals. It focuses on strategies employed by the organization to manage and structure itself. Additionally, it may also explore fields such as culture, networks,

and business relationships to gain a comprehensive understanding of the organization.

The classical management approach focused on the notion that organizations can function independently and will not be influenced by changes in their surroundings, whereas the human relations approach considered how different external factors can impact organizations. The classical management approach disregarded employees, as it believed that management alone could lead the business to success. Conversely, the human relations management approach recognized the importance of employees' role and abilities in achieving organizational success. During the classical management approach era, managers had no choice but to handle management functions themselves, resulting in delayed decision-making. In contrast, the human relations management approach taught managers how to share management functions with appropriate employees.

Sharing direction maps has increased the amount of time dedicated to considering the most suitable decision for the company. The classical and human relations management approaches both employ strategies that effectively ensure the organization achieves its goals. Older businesses typically utilize the classical management approach as it is what they are accustomed to. Unless issues arise, the older management approach is continued. Conversely, newer businesses adopt the human relations approach as they believe that establishing a strong relationship with employees is crucial for optimal company performance.

Abraham Maslow's "Need Hierarchy Theory": One of the most widely cited theories of motivation is the hierarchy of needs theory proposed by psychologist Abraham Maslow. According to Maslow, human needs can be arranged in a hierarchy, starting from the lowest to the highest level, and he asserted that once one set of needs is fulfilled, it no longer serves as a motivator. In accordance with his theory, these needs include:

Physiological needs:

These are essential needs for sustaining human life. Food, water, warmth, shelter, sleep, medicine, and education are the fundamental physiological needs that are listed as top priorities for meeting one's needs. Maslow believed that until these needs are met to a certain extent to maintain life, no other motivating factors can have an impact.

• Security or Safety needs:

These needs involve being free from physical harm and the fear of losing one's job, property, food, or shelter.

It also includes protection against any emotional injury.

• Social demands:

Since people are societal existences, they need to belong and be accepted by others. People try to fulfill their demand for fondness, credence, and friendly relationship.

• Esteem needs:

According to Maslow, once people begin to fulfill their demand to belong, they tend to desire to be held in esteem both by themselves and by others.

The desire for power, prestige, status, and confidence creates this type of demand. This demand encompasses both internal factors such as self-respect, autonomy, and skills as well as external factors like recognition, attention, and states.

• The need for self-actualization:

According to Maslow, this is the highest demand in his hierarchy. It is the drive to become what one is capable of becoming; it involves personal growth, realizing one's potential, and achieving self-fulfillment. It is about maximizing one's potential and accomplishing something. As each of these needs are sufficiently met, the next need becomes dominant.

According to the theory, motives are driven by the satisfaction of needs. Once a need is fully satisfied, it no longer serves as a

motivation. Therefore, in order to motivate someone, it is important to determine their level within the hierarchy and focus on fulfilling the needs at or above that level. Maslow's theory has gained widespread recognition, especially among managers, due to its intuitive logic and simplicity.

However, research does not validate these theories. Maslow did not provide any empirical evidence, and several other studies that attempted to validate the theory found no support for it.