Managing the Organization’s Structure, Research Paper Example

The perspectives of Bankert et al. (2000), Buhler (2011) and Puffer (2004) will be explored with regards to the following questions: 1). Organizational structure can have significant effects on its members.  What might those effects be? Analyze the behavioral implications of different organizational designs using three examples with SAS being one of them.  2). Can it be said that a certain structure is better than others? That is, is there a structure that is superior in terms of the effects on its members? 3). Cultural differencesand outcomes will be explored in the research.

The structure of an organization is fundamental in the determination of the manner by which the endeavors are realized by the personnel.  An organization’s composition influences the methods by which the management of the organization performs.  The structure of an organization provides the potential of comprehending the systems by which the organizational efforts are conducted with regards to deliverables.  In planning the framework of the organization which is founded upon the vision and the mission which are observed by the organization, it becomes important that the managers assist the personnel in acquiring the attitudes and skills.  These attitudes and skills are required to perform the organizational tasks while maintaining the organizational culture (Buhler, 2011; Puffer, 2004).

The organizations of Starbucks,Google and SAS are examples of effective organizational frameworks. In the event that organizations possess a robust cultural perspective, the cultural suitability is a significant factor for consideration with regards to the human resource departments. The successful assessments which Google, Starbucks and SAS have in common are the internal feedback which is supplied from the personnel to the human resources departments. The feedback provided is in regards to the condition of the personnelin these organizations.  SAS is renowned for their organizational culture of beauty, values which are centered on the well-being of the personnel, employee inter reliance and an organizational culture of liberty and risk taking.  The structure of SAS is relatively planar, that is to say that the organization is composed of four layers.

The distinct types of organizational frameworks are matrix, divisional and functional. The majority of the organizations try to optimize their production. Functional organizations are founded upon purpose. This purpose may be a mission which includes research and development in order to maintain a competitive advantage in the marketplace.  .The organizations which exercise divisional frameworks are founded upon a perspective which is expansive and global.  The organizations which apply a matrix framework are applying a combination of the functional and divisional framework (Buhler, 2011; Puffer, 2004).  The effects of the structure of an employee centered firm such as SAS is more assertive with regards to the well-being of the employees (Bankert et al., 2000).

The structure of an organizationaffects the manner by which the organization is able to effectively fulfill itsvision and mission. The effective productivity of the personnel within an organization enables the enhancement of characteristics which include brand equity, profitability and brand identity.   The precise application of management is important in ascertaining which type of structure is sufficient for producing the desired outcomes and attaining the objectives of the organizational departments (Buhler, 2011; Puffer, 2004).

As the organizations form international alliances in an increasingly globalized business environment, there is a resurgence of the examination of the managementchallenges which can be attributed to national cultural distinctions. These national cultural distinctions include behavioral perspectives, work practices, values, applications of organizational assumptions and ideologies in the decision making processes. The cultural tendencies may be said to be the patterns for behavior within national groups. In the internal operations of the organizational personnel, the quantity and quality of cross cultural communications, the methods of problem solving and any of the cultural modifications which take place as a result of being in an extra cultural environment must be considered by the human resource personnel (Puffer, 2004).

Recommendations                                                                                                                   

The organizations which possess employee centered perspectives possess the employees which are able to align themselves in the most effective manner to the organization’s vision and mission. It is up to the organizational managers to ensure that the personnel are an appropriate cultural fit for the organization.  The cultural differences presented when organizations form international strategic alliances must be appropriately considered by the organizational management.

References

Bankert, E., Lee, M. D. and Lange, C. (2000). SAS Institute: A case (with teaching note) on the role of senior business leaders in driving work/ life cultural change. The Wharton Work/ Life Roundtable, University of Pennsylvania.

Buhler, P. M. (2011). Changing organizational structures and their impact on managers. Supervision, 72(2): 24- 26.

Puffer, S. (2004). Changing organizational structures: An interview with Rosabeth Moss Kanter. Academy of Management Executive, 18(2).