The swiftly shifting nature of business environment requires organizations’ to make changes or fetch improvements in their acting, operating and learning styles and insists them to embrace a more flexible and adaptive approach to carry out their functions in order for being effective and on top form. A well designed, customized and employee-tailored training program can help organizations stay on top ahead of their competitors (Coulson-Thomas (1997). Continue reading
The above case is about a cross border joint venture and in this case a critical analysis is done to see how the national culture of Germany and Japan plays a role in a joint venture setting. This is an interesting and a very good example to understand the impact of national culture on organizational culture. The article is available online at the following URL: http://www.thunderbird.edu/wwwfiles/sites/globe/pdf/process.pdf. Continue reading
The indispensability for organizational change is to direct the organization in a path where it can learn and use its capabilities to meet the expectations of its customers and other stakeholders (Moran and Brightman, 2001). It is implied that how effectively the organization is able to learn and exert knowledge in different states ensures the effectiveness of the organization (Laudon and Laudon, 2000). A number of forces are responsible for organizations to adopt Knowledge Management as a change strategy. Continue reading
Over the past few decades, business-to-customer (B2C) has grown significantly and drawn attention of the business community to a large extent to market their products. Consumers at present day have the option of buying their desires products and services via online rather than going for shopping into the marketplace. With the rapid growth of internet, internet marketing has got immense popularity within the business community and despite having an offline version of B2C, they actively engaged in online activity to promote and sell their products and services (Mangiaracina and Perego 2009). Continue reading
One of the most prominent, widely discussed issues of today’s business management is Corporate Social Responsibility (CSR), which was a highly observable business fact that has been overlooked in the earlier stages (Crowther and Capaldi, eds. 2008). It has long been argued that businesses have no other responsibility apart from providing goods and services in return for maximizing profit and thereby have no societal commitment whatsoever (Friedman, 1962 and Hayek, 1969 cited in Marinetto, 1998). Continue reading
A common statement among managers in organizations is that a happy employee is productive one (Moorman 1993). A good amount of research activities on organizational behaviour studies have been carried out to figure out and comprehend different methods and ways for motivating people so as to capitalize on productivity, thus achieving organizational objectives. Motivation is a core concept, which helps to understand why people behave the way they do in an organization (Freedheim et al. 2003). Despite being difficult to define and describe this subjective concept, many academics have defined it based on their personal view, field, traditions and cultures, as mentioned by Murphy and Alexander (2000). Continue reading
There is a significant difference in the way people, groups and nations perceive and act, think and express their feelings and these are highly influenced by their culture (Hofstede and Hofstede 2005). Trice and Beyer (1993) define culture as a set of values, assumptions, beliefs, and artifacts instilled in the behavior of the people of an organization or of a country and are shared. Pothukuchi et al. (2002: 244-245) point out that Continue reading
It is none other than employees whose effective performance directs the organization clearly ahead of others (Smith cited in Armstrong and Baron 2005). The efficacy of an organization is seen as the contributions made and the value added by its employees towards the achievement of its objectives, which is measured through reviewing the performance of the employees (Nankervis and Compton 2006). Lansbury (1988) points out that the evaluation of the performance of the employees helps the organization identifying their performance strengths and weaknesses and thereby achieving the organizational goal through taking actions to develop their work performance. So, in order to be a successful organization, Managing Performance well has become a pre-requisite (Boxall and Purcell 2003). Continue reading
A divisional form is an organizational structure that is segregated into different divisions where each division functions independently within its own boundary as the tasks are highly distinctive due to the variety each division entails in terms of the products and services it offers to the market. Independent divisional functions mean the divisions are decentralized from the top and autonomously make their decisions to day to day functioning of their own division, which signify that middle line plays the key role. However, standardization of output that specifies the performance works as the key control mechanism for the divisions to determine their performance assessed sporadically by the top management to ensure controllability, which gives an indication of machine bureaucracy (Mintzberg, 1981).
The autonomous power of divisional managers resulting from the decentralized authority from the headquarters requires them to obtain new skills, which can be gained through supplementary training (Ingham, 1992). Versloot et al. (2001) point out that divisional form entails diversified training programs due to diversified needs of different divisions. Itoh (2003) states that divisional structure is a source of significant motivation for its employees as the division itself is able to establish internal control, self operating procedure, and make own strategic decisions, which substantially improve the performance of the division. Conversely, Kagono et al. (1985 cited in Itoh, 2003) figure out that Centralized monitoring and controlling of performance of each division in terms of their output by the headquarters affect the reward system, which can be a major discouraging factor for the divisions.
A divisional form entails diversified training programs due to diversified needs of different divisions.
Multinational Organizational Structure
They are found operating in different country contexts according to their local business frameworks with little control from their parent companies that implies a decentralized authority structure (Inkpen and Ramaswamy, 2006). This indicates that the formulation of HR strategy and HR practices are minimally controlled by the headquarters (Edwards and Rees, 2006). For example, Rosenzweig and Nohria (1994) point out that HR practices (training, rewards etc.) of the subsidiaries of multinational organizations are different from those of their parents’ practices. Paauwe and Dewe (1995 in Shen and Edwards 2004) state that operating and middle level employees are basically hired from local resources whereas Collings et al. (2007) point out that top level management employees are recruited from the parent company due to their expertise and company experience.
Global Organizational Structure
Such structure focuses on standardizing output to achieve economies of scale in order to enjoy global efficacy (Bartlett and Ghoshal, 1998; Xu et al., 2006) and this is done through decentralized implementation of the major strategic decisions formulated in the parent company (Inkpen and Ramaswamy, 2006). This results in a reproduction parent company’s HR practices and policies to a certain degree (Edwards and Rees, 2006).
Transnational Organizational Structure
Transnational organization is defined as a blend of multinational and global organizational forms (Bartlett and Ghoshal, 1998), which seeks to achieve global efficacy through encompassing positive characteristics from these two organizations (Inkpen and Ramaswamy, 2006). Such organizational structures standardize their output and process to achieve success in global arena (Snell et al., 1998). They show the HR implications by stating that recruitment and selection (polycentric and geocentric), training and development (expand skill base, professional culture, continuous learning, negotiation and interpersonal skills), and reward and appraisals (local appraisal, appraisal base on others input, evaluation based on learning, frequent feedback) take a mixture of HR roles (p. 150).
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Professional Bureaucracy is defined as a bureaucratic structure with little formalization, which entails a large operating core that is highly autonomous and controlled by trained expertise due to the complex nature of tasks. This indicates that the environmental contingency in which professional bureaucracy works is stable but complex in nature where standardization of skill performs as the prime coordinating mechanism, where the works necessitate great knowledge and skill to create output form input that clearly depict the authority originates from experts’ expertise and lies in their hands to control their works. Abernethy and Stoelwinder (1990) stated that as the autonomous and dominant characteristics of operating core diminish the influence of technostructure, top and middle line over it and the result is a flat organizational configuration. Continue reading