Henry Mintzberg, a famous management theorist, stated that organisational structures are influenced by various environmental forces and the different types of strategies taken within the organisation. According to the theorist, there are five different types of organisational structures, which the companies mainly follow. In addition, it has been identified that there are few components apart from the external and internal environment that influences the organisational structures (Steyn 2020). Span of control, departmentation, chain of command and job design are the four main components of organisational structure, as identified by Mintzberg. In addition, it was also stated that the company needs to align their structure with the established business strategies in the company. The specifications, such as job responsibilities, associates, leadership structures as well as the organisational beliefs, are important to identify as soon as possible in order to achieve the desired success from the market.
The main five types of organisational structures that are identified by Mintzberg are the entrepreneurial organisation, which is the most commonly used and simple structure, the machine organisation, the divisional organisation, professional organisation and the innovative organisation (Aniluoto 2020). Entrepreneurial organisations are considered to have flat structures, which concludes one large unit of workers and a group of seniors that mainly participates in the decision-making procedures. This type of organisation does not incorporate any standardised systems. In terms of machine organisation, the work structure is considered to be extremely formalised. The authorities develop a standard routine, which all associates have to follow in order to maintain consistency in the workflow (Aslan 2021). The structure of professional organisations is very complicated, as they follow the rules and regulations at every step in the organisation. In addition, this type of organisation only employs highly professional employees in order to produce high-quality products. In a divisional organisation, the work structure is generally divided into various autonomous bodies. The companies follow this structure in order to increase the rate of productivity in a very short period of time (Turi and Sorooshian 2019). One of the negative factors of this structure is that the chances of conflict occurring are high in the organisation due to various opinions of the divisions. Lastly, the innovative structure is considered to be the most suitable structure for an organisation. The particular reason behind this circumstance is that it opens up opportunities for the organisation to bring innovation, such as advanced technologies, at every chance possible in order to trigger the production of the business and expand the business into the new markets.
For example, Mcdonald’s, one of the largest food market chains in the world, follows the divisional organisational structure. The organisation has successfully separated the work components for the responsibilities into different parts that are beneficial to increase the sales and revenues in a short period of time (Panmore 2019). The main three divisions that the company have developed are the global hierarchy, performance-based divisions and function-based groups. The global hierarchy divisions are responsible for covering the details of the worldwide operations. The performance-based divisions organise data regarding the performance progress of the company, such as International Lead Markets. Function-based groups are the various departments, such as the Human resource team, sustainability group or the supply chain. In terms of Human Resource requirements, in this type of structure, the main responsibility of H.R. is to develop and implement regulations, policies and strategies for the various types of divisions (Dekkers 2018). The H.R. also has to monitor the workflow of the various divisions and ensure that each division has equal progress in terms of product development. In addition, one of the major factors that the company has to notice is that every division of the company is getting equal opportunities and facilitates to increase their production.
Amazon, one of the largest e-commerce businesses, on the other hand, has incorporated the functional-based groups in their organisational structure. The main functions that they have developed in different groups are V.P. sales, V.P. marketing and V.P. engineering (Brozovich and Galetti 2019). Apart from the hierarchy structure, the company is heavily dependent on these three function groups because these are beneficial in terms of attracting a large customer base. In this type of organisational structure, the H.R. has to focus on certain functions, such as planning, monitoring and managing the organisational operations, utilisation of workforce and most importantly, recruitment and staffing of the workforce (Aslan 2021). The Human Resource department is mainly responsible for establishing most of the strategies that are required to organise the operations of various function-based groups.
The self-determination theory states that every individual has certain types of psychological needs and several expectations, which motivates them to grow and become productive in every field. There are mainly three distinguished psychological needs of individuals, which are autonomy, competence and connection or relatedness (Vasconcellos et al 2020). The original developers of this theory, renowned psychologists Richard Ryan and Edward Deci, identified two specific assumptions. They assumed that autonomous motivation is important for every individual, and the demand for growth triggers the behaviour of the individuals. It was observed that the individuals are attracted to personal growth and character enhancement (Ryan and Deci 2020). As a result, overcoming difficulties as well as indulging in new experiences are the main factors that draw every individual in order to achieve success. Another assumption is that the individuals focus on developing their knowledge and independence apart from the external factors such as money, acclaim or prizes in order to drive towards personal growth.
According to the three psychological needs, autonomy comes at the top. It has been stated by the theory that individuals should have control over their own behaviours and the key objectives they develop from within. The ability to control and manage personal behaviours allows a person to become self-determined (Rigby and Ryan 2018). In terms of competence, it has been mentioned that individuals need to gain control over the jobs or tasks that they select by learning important skills and techniques. Individuals try to enhance their existing skills and knowledge in order to achieve success and the key goals that they develop. Lastly, connectedness or relatedness is one of the most important psychological needs of individuals, which mostly increases their motivation to work. Individuals need to feel inclusive within an organisation or attached to others in a team in order to be productive (Gillison et al. 2019). It helps them to share their opinions, concerns or their objectives, which pushes them towards motivation within an organisation. Without these three factors, a person will not be able to reach their target in the organisation, resulting in their personal progress failure.
As an H.R. manager of an organisation, it will be my first priority to develop strategies and provide facilities to the employees that assist them to feel motivated in order to increase productivity. It is important to develop an organised plan for work and align the strategies to the work structure of the company. The psychological needs that are mentioned in the self-determined theory are connected with the mental health of the individuals. Therefore, it is important to develop a suitable and positive workplace for the companies in order to encourage the employees to fully commit to the work and increase their individual productivity rate. In order to support the various types of psychological needs, one of the important factors will be communication flow. Therefore, I will concentrate on developing appropriate communication measures that are beneficial for the employees in terms of sharing their concerns and demands in the organisation. Apart from the communication needs, it is also important for them is to provide a purpose in the organisation (Rigby and Ryan 2018). In order to enhance the competency in the organisation, providing specific purposes to the individuals in the organisation is important. I can establish reward criteria in the organisation, which are beneficial in terms of motivating the employees to reach the targets. This helps in aligning the individual’s targets with the company objectives and pushes the employee to achieve the maximum amount of productivity. The connectedness of the employees can be enhanced with appropriate inclusive measures (Gillison et al. 2019). The creation of several activities, like brainstorming sessions or decision-making procedures, are important, in which the employees can participate and share their perspectives. It also increases employee engagement within the organisation, resulting in individual productivity growth. It has been observed from the self-determined theory that one of the major psychological needs is autonomy, which is having control over one’s activity (Vasconcellos et al. 2020). Therefore, as an H.R. manager, I will promote the concept of work-life balance within the organisation, which will assist the employees to mage their work through a significant routine. Apart from the psychological needs, the employees demand a workplace where they can get appropriate mental health support and gain appropriate recognition. I will develop mental health care support programs and organise counselling sessions, which will help the employees to get rid of their workplace concerns. Employee feedbacks are also necessary, which will allow the company to understand the basic demands of the employees, and their needs to grow within the market.
References
Panmore, 2019. ‘McDonald’s Organizational Structure & Its Characteristics – An Analysis – Panmore Institute’. [online] Available at: <https://panmore.com/mcdonalds-organizational-structure-analysis> [Accessed 21 March 2022].
Brozovich, S and Galetti, B 2019. ‘Inside Day 1: How Amazon Uses Agile Team Structures and Adaptive Practices to Innovate on Behalf of Customer’s. [online] SHRM. Available at: <https://www.shrm.org/executive/resources/people-strategy-journal/spring2019/pages/galetti-golden.aspx> [Accessed 21 March 2022].
Ryan, R.M and Deci, E.L 2020. ‘Intrinsic and extrinsic motivation from a self-determination theory perspective: Definitions, theory, practices, and future directions’. Contemporary educational psychology, 61, p.101860.
Rigby, C.S and Ryan, R.M 2018. ‘Self-determination theory in human resource development: New directions and practical considerations’. Advances in Developing Human Resources, 20(2), pp.133-147.
Gillison, F.B, Rouse, P, Standage, M, Sebire, S.J and Ryan, R.M 2019. ‘A meta-analysis of techniques to promote motivation for health behaviour change from a self-determination theory perspective’. Health psychology review, 13(1), pp.110-130.
Ryan, R.M and Deci, E.L 2019. ‘Brick by brick: The origins, development, and future of self-determination theory’. In Advances in motivation science (Vol. 6, pp. 111-156). Elsevier.
Vasconcellos, D, Parker, P.D, Hilland, T, Cinelli, R, Owen, K.B, Kapsal, N, Lee, J, Antczak, D, Ntoumanis, N, Ryan, R.M and Lonsdale, C 2020. ‘Self-determination theory applied to physical education: A systematic review and meta-analysis’. Journal of Educational Psychology, 112(7), p.1444.
Steyn, R 2020. ‘Leadership Styles and Organisational Structure’. International Journal of Human Resource Studies, 10(3), pp.98116-98116.
Aniluoto, A 2020. ‘At Once So Uniform and So Diverse’: A Comparative Study of the Organisational Structures of Well-Established European Universities from 1962 to 2013. Publications of the Faculty of Social Sciences, 176 (2020).
Aslan, M 2021. ‘Organisational structure revisited’. Business & Management Studies: An International Journal, 9(1), pp.282-294.
Turi, J.A and Sorooshian, S 2019. ‘The impact of organisational structure on organisational learning’. Middle East Journal of Management, 6(2), pp.204-232.
Dekkers, R 2018. ‘Group technology: Amalgamation with design of organisational structures’. International Journal of Production Economics, 200, pp.262-277.
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