Organisational Behaviour case study Essay Example | Topics and Well Written Essays - 2500 words

Organisational Behaviour case study - Essay ExampleChain of look out on includes authority and unity of command. Span of control in the number of subordinates a manager can efficiently and effectively directs. Centralization is the degree to which decision making is concentrated at a single denominate in the transcription. Consistent with the recent management efforts to make brass section more flexible and responsive, there has been a marked trend towards decentralizing decision making. In a decentralized organization, action can be aimn more quickly to solve problems, more population provide input into decisions, and employees are slight likely to feel alienated from those who make the decisions that affect their work lives. Finally formalization refers to the degree to which jobs at heart the organization are standardized. If a job is highly formalized, then the job incumbent has a negligible amount of dexterity. . When formalization is low job behaviors are relatively non-programmed and employees have to freedom to exercise discretion in their work.In the County general hospital, reorganization of the structure of the administration teams within each department has to take place. To date, administrative staff within each department had reported solely to an administrative manager. ... Its major prejudice is the difficulty to coordinating the task of diverse functional specialists so that their activities are completed on epoch and within budget. Service departmentalization on the other hand exactly the opposite benefits and advantages. It facilitates coordination among specialties to achieve on age completion and meet the budget targets. Furthermore, it provides clear responsibility for all activities related to a service, but with duplicate of activities and costs. The ground substance structure attempts to gain the strengths of each, while avoiding their weaknesses (Anderson, 1994). The strength of the matrix lies in its ability to facilit ate coordination when the organization has a multiplicity of complex and interdependent activities. The direct and frequent contacts between the different specialists in the matrix can make for better communication and more flexibility. Information permeates the organization and more quickly reaches the people who need to take account of it. It facilitates the efficient allocation of specialists. When indivi triples with highly specialized skills are lodged in matchless functional department or service group, their talents are monopolized and under used. The matrix achieves the advantages of economies of scale by providing the organization with both the best resources and the effective way of ensuring their efficient deployment. The major disadvantage of the matrix lies in the dual command chain. This results in confusion and ambiguity, role conflict and more stress to workers. But over the late(prenominal) decade, senior managers are working with new structural options that can b etter help their organizations to