Workplace ObservationWorkplace ObservationWORKPLACE OBSERVATIONCorporations are the building blocks for communities, counties and cities. They have their own agendas and can impact these areas in minute and monumental ways. The major factor which predicates this impact is their organizational culture. Organizational culture has been defined as, “the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members” (Schermerhorn, Hunt & Osborn, 2005). Employees are key factors which alter how corporate cultures evolve. Examples of how they can contribute might be; how staff members interact and react in their profession or what their attitude and mentality are before and after a given schedule. Regardless of the factor, there are observable aspects in all organizations which relate to culture. Bennetts Business Systems, like most middle market organizations, has four specific aspects which have greatly influenced its organizational culture.
The Structure of the Corporate Organization: Is the Organization a Structured System?
The Structure of Corporate Organization is one of the most complex, but most effective tools for understanding how organizations are structured. Consider the first phase: corporate structures.
When you think of a modern corporation there are two core elements: leadership and business decision making. In the early stage, however, there are no leaders or CEOs. Instead, you are given the leadership role and work from a small company or organization, creating what is considered a single business problem or situation. That structure often appears when a corporation is operating or competing for a large set of resources. While leadership is an important element, many organizations still have to deal with one or more organizational elements which are of little impact, especially in an organization where the organization is run in the form of a corporate structure. For example, a company with just eight employees and has hundreds of employees may not be a well thought out company in terms of the dynamics of management. A small corporation may, for example, take such a position because of the need to maintain an excellent working culture and organization and is so confident with its current capabilities that it does not have a negative impact to the company. For this reason, corporations are often run in a structured organizational fashion with no bosses and no boards. Although a corporation might be owned by one man, it can also benefit from a number of others, who are responsible for managing the company.
What is an Employee’s Control of Organizations?
The most fundamental elements of a organization may depend on two things. The first is the work capacity, the degree to which an employee is in control of the organization. Employees are allowed (often without the need to provide to others) to participate in and be involved in the organization. Generally, an employee will have at least some control over the organization. Thus, if there are many employees at a single company and the organization wants it to be a one employee organization, an employee who is truly in control may be on-call to help supervise or maintain a specific performance for that company. Such a worker may be employed by several firms that operate independently of one another. In general, the most important difference between an employee in a company or a single business organization is the degree to which an individual has control of the organization.
Another important element is the nature of the organization structure. It may take years for the organization to reach the level of organization in which it needs to be, but a corporate structure is a foundation for many organizations, such as banks and corporations. A corporation with a simple culture may not have large, long term success because the organizational structure is largely based around three core elements: leadership, organizational culture, and employee control.
The Organization Structure of a Corporate Structure
The Structure of an Organizational Structure is perhaps one of the most important elements to understand before you get started. As organizations become more structured, their hierarchy is increasingly based around one one chief person (chief executive at the top, or CFO at the bottom), often at the expense of the other three. Because of this, organizations have a very wide operating hierarchy, which tends strongly toward the top, or so it is known. (The top of a large organization has approximately a four star structure when compared to a well built building.) In order to survive in this hierarchy, organizational culture must be structured well which can greatly increase the organization’s ability to thrive. The basic principle has been known as “inclusion: co-determination, co-management, and co-operation.” The goal of the inclusion principle is to keep the organization and work together within one set of rules that can be interpreted by members. This common idea originated decades ago after a study was done of the structure of some corporations.[2] These were companies based in different countries. A typical example is a Chinese company, based in China, which employs three directors, seven supervisory staff members, and some 40 sub-boss employees. One of the chief responsibilities of that company was to manage certain activities that
The Structure of the Corporate Organization: Is the Organization a Structured System?
The Structure of Corporate Organization is one of the most complex, but most effective tools for understanding how organizations are structured. Consider the first phase: corporate structures.
When you think of a modern corporation there are two core elements: leadership and business decision making. In the early stage, however, there are no leaders or CEOs. Instead, you are given the leadership role and work from a small company or organization, creating what is considered a single business problem or situation. That structure often appears when a corporation is operating or competing for a large set of resources. While leadership is an important element, many organizations still have to deal with one or more organizational elements which are of little impact, especially in an organization where the organization is run in the form of a corporate structure. For example, a company with just eight employees and has hundreds of employees may not be a well thought out company in terms of the dynamics of management. A small corporation may, for example, take such a position because of the need to maintain an excellent working culture and organization and is so confident with its current capabilities that it does not have a negative impact to the company. For this reason, corporations are often run in a structured organizational fashion with no bosses and no boards. Although a corporation might be owned by one man, it can also benefit from a number of others, who are responsible for managing the company.
What is an Employee’s Control of Organizations?
The most fundamental elements of a organization may depend on two things. The first is the work capacity, the degree to which an employee is in control of the organization. Employees are allowed (often without the need to provide to others) to participate in and be involved in the organization. Generally, an employee will have at least some control over the organization. Thus, if there are many employees at a single company and the organization wants it to be a one employee organization, an employee who is truly in control may be on-call to help supervise or maintain a specific performance for that company. Such a worker may be employed by several firms that operate independently of one another. In general, the most important difference between an employee in a company or a single business organization is the degree to which an individual has control of the organization.
Another important element is the nature of the organization structure. It may take years for the organization to reach the level of organization in which it needs to be, but a corporate structure is a foundation for many organizations, such as banks and corporations. A corporation with a simple culture may not have large, long term success because the organizational structure is largely based around three core elements: leadership, organizational culture, and employee control.
The Organization Structure of a Corporate Structure
The Structure of an Organizational Structure is perhaps one of the most important elements to understand before you get started. As organizations become more structured, their hierarchy is increasingly based around one one chief person (chief executive at the top, or CFO at the bottom), often at the expense of the other three. Because of this, organizations have a very wide operating hierarchy, which tends strongly toward the top, or so it is known. (The top of a large organization has approximately a four star structure when compared to a well built building.) In order to survive in this hierarchy, organizational culture must be structured well which can greatly increase the organization’s ability to thrive. The basic principle has been known as “inclusion: co-determination, co-management, and co-operation.” The goal of the inclusion principle is to keep the organization and work together within one set of rules that can be interpreted by members. This common idea originated decades ago after a study was done of the structure of some corporations.[2] These were companies based in different countries. A typical example is a Chinese company, based in China, which employs three directors, seven supervisory staff members, and some 40 sub-boss employees. One of the chief responsibilities of that company was to manage certain activities that
HOW COMMUNICATION FLOWSWe are a sales and distribution company which is dependentupon data. Information is critical to the success of our organization. How we communicate and the methods we use impact our organizational culture. The structure of our company serves as the foundation for how communication flows. We have a CEO, VP of Operations and seven department heads which make up our core management staff. Each department head has a middle manager
who, among other responsibilities, asks as a liaison between the hourly employees. The flow of communication is very clear and defined. This clarity greatly eliminates any “grey area” and adds to an environment which is perceived as stable and direct. An additional observation which contributes to this steady culture is our open-door policy. All employees know that they have the ability to confidentially communicate any issues at any time with any core management member.
ORGANIZATIONAL DIVERSITYMerriam-Webster Online Dictionary has defined diversity as, “composed of distinct or unlike elements or qualities” (Merriam-Webster Online, 2005). Bennetts Business Systems (BBS) has benefited from its diverse employee base in various ways. Any observer can noticeably see an enormous cultural spectrum within our organization. We have enjoyed work contributions from employees’ right out of high school to veteran members in their upper sixties. We have gained business relationships due to our multi-cultural staff. Team work and diverse team interaction has proven to be a formula for success in many Fortune 500 companies and BBS is emulating this culture. The life and prior work experiences, from our diverse group, add to increased productivity and promote healthy attitudes. Great attitudes are very apparent in our service and logistics departments. These areas experience high stress and rapid operational changes resulting from altered customer needs. Due to our diverse organization and the culture in which it resides, these unwelcome intrusions have minimal impact on our attitudes, thus allowing the department member to exceed customer expectations.
ORGANIZATIONAL POLICIESPolicies and procedures are synonymous with corporate structure. They can