The importance of structure in an organisation is imperative structure enables different

This in turn can increase the creativity and innovation within organizations. As well, individuals from diverse backgrounds are able to provide companies with insight into foreign business practices, translation assistance, and offer detailed information to assist in market penetration. A diverse working team can also improve decision making by providing different perspectives on problems. Individuals embrace working alongside other cultures, as it is a personal learning process that will prove useful in the future.

The positive impact of cultural diversity on group behavior can contribute creativity to a high-performance team. Membership diversity offers a rich pool of information, talent, and varied perspectives that can help improve team problem solving and increase creativity (Hunt, J., Osborn, R., Schermerhorn, J., 2005). Cultural diversity contributes various group input and group dynamics to the team. These two factors are essential in the high performance of a team. Cultural diversity can develop a high-performance team by allowing the diverse potentials of a team to operate. The negative impact of cultural diversity on group behavior can develop numerous of conflicts between team members. Conflicting interaction can limit or decrease the effectiveness and efficiency of productivity. There should be an awareness of the diverse culture values in order to prevent these conflicts.

A private sector is usually composed of organisations which are privately owned and not part of a government; whereas a public sector is composed of organisations that are owned by the government and voluntary sectors are composed of individuals of who seek help in charitable activities. Private sectors include corporations such as partnerships and charities, like the voluntary sectors, and the public sectors include corporations such as federal, provincial, state or municipal governments. An example of a private sector is a retail store or credit unions, and example of a public sector is an educational or

Diversity within a team is beneficial as each person brings together their own unique views and ways of working. When managed effectively this can help bring together different ideas and build a strong team. By having a diverse team there is opportunity for views / ideas to be seen that could help make the business better. This is due to each person seeing the task/ result from a different light. By listening to all people you can gage a better understanding of the end result.

“An organizational structure defines how job tasks are formally divided, grouped, and coordinated” (Robbins and Judge, 2007, p. 583). The six key elements that Robbins and Judge explain that managers need to address are; work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Coming from a military background, I find it easy and effective to bring in a strong chain of command. Robbins and Judge (2007) define chain of command as “an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom” (p. 542). This chain of command eliminates confusion, keeps employees working on their respective tasks without distracting others with any involvement on certain areas, and can help to break up the cliques. Currently there is a jumbled Sociogram depicting unilateral and bilateral communication throughout the organization. The chain of command can stream line this communication and ensure the right tasks are being delegated and communication can be effectively transferred through the appropriate levels to increase efficiency.

Structure and organization is necessary in every group setting. How formal and how rigid that structure is, can be dependent on the type of organization. A large government or corporation will obviously have many layers of leadership and will have a definitive expression of authority and direction of its members. Even much smaller groups, a family for example, has a need to have a clear statement of goals and responsibilities, and also have a definitive structure of leadership. The success of each organization, regardless of the size, is wholly reliant on the

Our organisation structure is tall, this is because we have many different levels of employees all reporting upwards to team leaders and then up to operational management. It has a wide chain of command with a narrow span of control. The chain of command refers to the number of levels within our organisation. The span of control is the number of employees who are directly supervised by one person.

First off, the population of the world isn’t just one type of people therefore having a diverse work group will allow for business to be conducted with a wider segment of the population. Being able to provide a goods or a service to a wider segment of the population directly impacts sales and company profits especially when starting to cut out its own niche’ in a new market. Having a diverse group of people working for you translates into a larger customer base and a larger language ability as well as knowing customs and traditions of other groups of people. Repeat business will increase as ones customer base increases. Being a diverse company is simply good

The Goal Theory- The goal-setting theory, introduced by Edwin Locke, stated that an intention to aim towards a goal is a major cause of improving work motivation. Essentially, goals identify employees what is required by them and how much effort should be expanded. Therefore, the greater the difficulty of achieving the goal, the higher the level of performance expected.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

As seen from figure 2, the matrix organisational structure is complex and aligns functional and divisional organisational structures merged into a hierarchical structure. The student observes that with this comes the potential to on the one hand, improve interdepartmental collaboration through avoiding silo-functioning and yet, on the other hand, blur the unity of command structure in an organisation that can be counterproductive. A critical analysis of two major advantages and disadvantages of this organisational structure here

Locke (1960) proposes that intentions to work towards a goal are a major source of work motivation. Goals help us to determine the level of effort that we need to apply to a task.

Manager’s of an organization has to use structure to help the company run efficiently. “The five types of organizational structures are functional, divisional, matrix, team-based, and virtual network” (Draft, 2013, p.316). Functional structure in an organization that is developed by grouping departments by the skills, level of knowledge, activities done daily, and the resource used. “This structure places specific departments from the bottom to the top” (Draft, 2013, p.318). For example, specific departments such as: human resources, accounting, engineering, and manufacturing are placed at the top, while there are mostly seen at the bottom in other organizations. While common functions such as; people, facilities, and other resources are combined together as a single department instead of being divided into multiple departments.

Structure is vital in shared governance where expertise and knowledge serve as guides to actions. It requires a commitment to the organizational mission and the profession of the organization. The practices must be structured within the rules of the employer and the laws that govern the industry. It also requires consistency in definitions, standardization, and the design of the governance with regular evaluations of performance levels.

Structure and hierarchy come from how work and the work processes are coordinated together and relating how tasks and coordination of these tasks is to be obtained. When determining the authority in the structure of an organization, there are two major options, centralized and decentralized. A centralized organizational setup is where the authority to make important decisions is retained by managers at the top of the created hierarchy whereas a decentralized organizational setup is where the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy. Each choice is made based upon the main goal/task of the organization and what would better fit the organization. Whether work/the