Organisational Behaviour Assessment Answer

Critically discuss the organisational design that has become more prevalent since the onset of COVID19

Organizational design is defined as the step-by-step methodology that is liable for identifying the dysfunctional aspects of the procedures, workflow, systems, and structure that realigns the firm to fit into the goals of the firm and plans are developed for executing new changes. It is the process to structure and execute the firm by taking a holistic approach to delivering the work through formulation of the efficient decision-making. The organizational structure implies the hierarchical arrangement of their operations through assigning different roles communication and responsibilities (Parthasarthy and Sethi, 2018). The article has illustrated the concept of organizational structure and the impact that is being created on the well-being of the employees. It provides employees with a clear flow of information through which precise command can be maintained.

Smooth communication can be attained within the organisation when there is a well-defined structure and open channels for communication provides employees with the opportunity to keep their opinions and address the point of others. It leads to bring in innovation and changes can also be brought in easily as employees will be valued, and informed regarding the decisions that will be made. The supportive organisational design provides the firm with the liability to inspire teamwork and attain significant collaboration among the human resources. It creates a positive working environment. The firm can experience a negative impact on its operations when collaboration does not prevail among them, for example within a team if there is no collaboration then the end outcome that will be attained will not be aligned. When the firm opts for the flat structure then they attain high autonomy through which efficient decision-making power prevails. It aids in quick decision-making that leads to inclined job satisfaction, improvised well-being, and personal growth.

The organizational design creates a strong influence on the work-life balance, when the firms opt for flexible working structure then they prioritise their human resources and their wellbeing (Hage and Dewar, 2018). For example, firm adheres to a rigid structure then job satisfaction will be declined and it will create a relevant impact on the retention and stress level of employees. This in turn will create a negative influence on the organization’s profitability and success within the evolving marketplace. The firm that provides its employees with opportunities for development and growth provides employees with the opportunity to learn through which their operations can be improvised. In professional terms, it aids in creating awareness and knowledge regarding new concepts that will assist in conducting their functions easily and being up-to-date with the requirements of the marketplace. The above analysis illustrates the significance or value of the organizational design and how it impacts the functioning of the organization (Fjeldstad and Snow, 2018). The structure of the design utilised by the firm might vary based on the industries or segments in which they are delivering their operations. For example, a small organization might opt for a flat structure due to certain restrictions like several employees or functions they have and a large firm can utilize a hierarchy structure as they have different departments and under them, there are various teams. Based on the functioning of the firm the organizational designs must be considered so that precise and clear decisions can be made.

Motivation implies a state of mind, that is filled with enthusiasm and energy, that is liable for driving the individual to deliver their responsibilities in a way that they can attain the desired goals. Motivation is liable for pushing individuals to work with higher focus and commitment levels to ensure that they attain their goals. The firm tends to make use of different motivational them to attain the relevant output (França, Da Silva and Sharp, 2018). These act as a guiding step through which firms tend to align their human resources with organizational needs. The factors and motivational theories that emphasise these factors are illustrated below:

Communication

The factor comes under the social aspect of Maslow’s theory of hierarchical needs. The employees interact with others through which they develop a sense of belongingness within the team. The management of the organization is liable for accomplishing this factor through creation of the opportunities for employees through which bond is developed. For instance, team-building activities are hosted by them where communication can take place. It involves the need for affiliation, friendship, and affiliation that makes it easy for the employees to deliver their operations as per the requirements.

Autonomy

It is considered in the motivating factors of Herzberg’s two-factor theory, which illustrate that from satisfaction or dissatisfaction, only one will be attained. Here, the motivating factors include the recognition, career, personal growth and responsibilities through which job satisfaction can be attained. The sense of responsibility is emphasised in this in which each employee tends to be more autonomous towards the responsibility that they are being provided.

Collaboration

Affiliation in McClelland’s theory of needs, focus on collaboration. Employees who thrive to be under affiliation tend to favour collaboration and prefer to work within the team (Badubi, 2017). They want that colleagues and team members will be on their side and will like them and based on the majority the decisions are formulated. It assists organizations to bring in innovativeness, and uniqueness in the services that they deliver.

Work-life balance

This factor is also addressed through the usage of Maslow’s hierarchy of needs, through which organizations tend to acknowledge the aspiration of their employees and fulfil these. They tend to formulate team-building and professional development programmes. The environment is created that is conducive to collaboration and cooperation which provides work-life balance and motivate employees to excel in their responsibilities.

Opportunities for growth and development

Maslow’s theory of hierarchical need captures this factor under esteem and self-actualisation. In this, the employees tend to attain long-term complex or personal goals, and motivate themselves to attain the respective goals effectively and reached the level where they have attained professional achievements (Gopalan et al., 2017). The self-actualisation requirements are addressed via management through growth and development opportunities. By addressing this firm ensures that the satisfaction levels of their employees have been attained and they have a motivated workforce.

In 2023, the business world is still quickly changing, driven by a variety of pressures that demand organisations to adapt and develop. These pressures emerge as a result of shifting market dynamics and technology breakthroughs. Organisations must undergo major adjustments to stay competitive and resilient as they negotiate the difficulties provided by hybrid working methods, digitization, skills shortages, inflation, and supply-chain restrictions.

Forces Causing Organisational Change in 2023

Hybrid ways of working

The growing use of hybrid work arrangements is one of the major trends affecting organisational transformation in 2023. The COVID-19 epidemic has hastened the adoption of remote work, prompting many organisations to reconsider their traditional office-based arrangements (Amis and Greenwood, 2021). Organisations must develop and optimise these hybrid work arrangements as the globe progresses towards a post-pandemic period. Companies, for example, may introduce new communication and collaboration platforms, change performance assessment measures, and adjust work-life balance rules to seamlessly accommodate remote and in-office personnel (Pinheiro et al. 2023). Twitter and Facebook have announced permanent remote work alternatives for its staff, altering their work culture and adopting remote collaboration technologies.

Digital transformation

In 2023, the urgent need to digitise will continue to be a prominent driver of organisational transformation. Artificial intelligence, machine learning, big data analytics, and the Internet of Things (IoT) are being used by businesses across sectors to improve operational efficiency and consumer experiences (Kraus et al. 2021). Retailers, for example, are using AI-powered chatbots to give personalised customer service, while manufacturers are investing in automation and predictive maintenance systems to optimise their manufacturing processes (Amis and Greenwood, 2021). Walmart increased its online marketplace and invested in artificial intelligence-powered inventory management technologies to improve its e-commerce capabilities and compete successfully with Amazon.

Inflation and Economic Uncertainty

Inflation and uncertainty characterise the worldwide economic scene in 2023. Rising raw material, transportation, and labour prices provide problems to organisations, resulting in greater operational expenditures (Tabrizi et al. 2019). Companies are rethinking their pricing strategies, supply-chain networks, and cost structures in order to reduce the impact of inflation and retain profitability.

Talent Shortage and Skilled Workforce

Organisations face a persistent talent shortage in 2023, particularly in sectors where certain skills are in high demand, such as data science, cybersecurity, and software development (Aggarwal et al. 2022). Because of the paucity of competent personnel, talent acquisition and retention measures are required (Tabrizi et al. 2019). Companies may recruit and retain top people by offering competitive salary packages, focusing on upskilling and reskilling existing employees, and creating appealing work environments.

Targets of Organisational Change in 2023

Restructuring for Efficiency

Many organisations are starting on restructuring projects to simplify operations and improve efficiency in order to deal with the changing business landscape and growing competition. Large organisations, for example, may merge divisions, restructure roles, or optimise processes in order to minimise redundancies and increase overall performance (Yang et al. 2023). Multinational firms like IBM and General Electric experienced considerable reorganisation in 2021 in order to simplify operations, save costs, and focus on core capabilities.

Culture Transformation

Companies that embrace hybrid work models and digital transformation frequently need to undertake culture shifts in order to build a more nimble, inventive, and inclusive workplace (Rafner et al. 2022). To unleash new methods of working that enhance adaptation and resilience, organisations may prioritise open communication, flatten hierarchies, and foster experimentation.

Upskilling and Reskilling

Organisations are focused on upskilling and reskilling their staff to meet the talent shortage and the requirement for specialised skills. Training programmes are available to provide employees with the information and skills needed to prosper in the digital age (Rafner et al. 2022). For example, a financial organisation may provide data analytics training to its workers in order to improve their decision-making skills.

Barriers to Good Communication

Building good connections and establishing a healthy work environment need effective communication. However, various obstacles might obstruct effective communication in both personal and professional situations (Smrek, 2021). When a message is confusing, excessively long, or ambiguous, communication might break down. Misunderstandings and misinterpretations can occur when information is incomplete. Some team members look disinterested and preoccupied during a team meeting, checking their phones or computers (Polat and Yılmaz, 2020). As a result, they ignore essential information provided by others, resulting in subsequent misunderstandings.

Language differences and cultural subtleties can cause communication hurdles in different organisations. Miscommunications caused by differences in cultural norms and communication styles can stymie productive collaboration (Abuton and Cruz, 2023). Poor listening skills can inhibit successful communication since communication is a two-way street. Important information may be ignored when people are not completely present or interested (Smrek, 2021). A distant team collaborates on a challenging project only using email and chat services. As a result, miscommunications are common, and team members have difficulty understanding one other's objectives.

Recommendations for removal

To begin, organisations may develop clear communication rules and policies emphasising the significance of clarity, brevity, and responsiveness in all modes of communication (Coleman, 2020). This may be accomplished by establishing a communication policy outlining precise expectations for written and spoken communication, encouraging staff to review their communications before sending them, and establishing fair response time standards (DeChant et al. 2019). Employees that follow these recommendations will be better able to communicate their messages effectively and prevent misconceptions.

Second, firms may offer cross-cultural training and language assistance to foster understanding and inclusiveness in different workplaces and conduct cross-cultural communication training to teach staff about cultural variances in communication techniques (Waltz et al. 2020). They can also provide language support services, like translation or language classes, to facilitate seamless interactions among team members with diverse linguistic backgrounds. This will improve teamwork and cooperation, resulting in a more unified and harmonious workplace.

Third, businesses might hold active listening seminars and activities to help staff improve their listening abilities. These courses can offer useful skills for demonstrating involvement during talks, such as paraphrasing and clarifying inquiries (Mikkola and Valo, 2019). They can urge managers to actively practise active listening during team meetings and one-on-one interactions, leading by example (Song et al. 2019). Employees will feel heard, understood, and appreciated if a culture of active listening is fostered, leading to improved team dynamics and enhanced employee happiness.

Most importantly, businesses can achieve a balance in their communication channel usage. While digital communication channels are useful for short exchanges, face-to-face or video meetings should be used for complicated talks or sensitive subjects (Serhan, 2020). Employees may benefit from immediate feedback, stronger nonverbal clues, and more meaningful relationships by embracing real-time interactions, which leads to increased cooperation and less miscommunications.

References

Abuton, I. and Cruz, L.C., 2023. Language barrier among healthcare providers in an aged care facility.

Aggarwal, A., Sadhna, P., Gupta, S., Mittal, A. and Rastogi, S., 2022. Gen Z entering the workforce: Restructuring HR policies and practices for fostering task performance and organisational commitment. Journal of Public Affairs, 22(3), p.e2535.

Amis, J.M. and Greenwood, R., 2021. Organisational change in a (post‐) pandemic world: Rediscovering interests and values. Journal of Management Studies.

Badubi, R.M., 2017. Theories of motivation and their application in organizations: A risk analysis. International Journal of Innovation and Economic Development, 3(3), pp.44-51.

Coleman, M., 2020. Women leaders in the workplace: perceptions of career barriers, facilitators and change. Irish Educational Studies, 39(2), pp.233-253.

DeChant, P.F., Acs, A., Rhee, K.B., Boulanger, T.S., Snowdon, J.L., Tutty, M.A., Sinsky, C.A. and Craig, K.J.T., 2019. Effect of organization-directed workplace interventions on physician burnout: a systematic review. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 3(4), pp.384-408.

Fjeldstad, Ø.D. and Snow, C.C., 2018. Business models and organization design. Long range planning, 51(1), pp.32-39.

França, C., Da Silva, F.Q. and Sharp, H., 2018. Motivation and satisfaction of software engineers. IEEE Transactions on Software Engineering, 46(2), pp.118-140.

Gopalan, V., Bakar, J.A.A., Zulkifli, A.N., Alwi, A. and Mat, R.C., 2017, October. A review of the motivation theories in learning. In Aip conference proceedings (Vol. 1891, No. 1). AIP Publishing.

Hage, J. and Dewar, R., 2018. Elite values versus organizational structure in predicting innovation. In Organizational Innovation (pp. 115-126). Routledge.

Kraus, S., Jones, P., Kailer, N., Weinmann, A., Chaparro-Banegas, N. and Roig-Tierno, N., 2021. Digital transformation: An overview of the current state of the art of research. Sage Open, 11(3), p.21582440211047576.

Mikkola, L. and Valo, M. eds., 2019. Workplace communication. Routledge.

Parthasarthy, R. and Sethi, S.P., 2018. The impact of flexible automation on business strategy and organizational structure. In Organizational Innovation (pp. 319-344). Routledge.

Pinheiro, R., Tømte, C.E., Laterza, V. and Asante, M.O., 2023. 24. Digital transformations in higher education before and following COVID-19: a Scandinavian tale. Research Handbook on the Transformation of Higher Education: 0, p.366.

Polat, S. and Yılmaz, Y., 2020. Barriers to intergenerational learning: a case of a workplace in Turkey. Leadership & Organization Development Journal, 41(3), pp.431-447.

Rafner, J., Dellermann, D., Hjorth, A., Veraszto, D., Kampf, C., MacKay, W. and Sherson, J., 2022. Deskilling, upskilling, and reskilling: a case for hybrid intelligence. Morals & Machines, 1(2), pp.24-39.

Serhan, D., 2020. Transitioning from Face-to-Face to Remote Learning: Students' Attitudes and Perceptions of Using Zoom during COVID-19 Pandemic. International Journal of Technology in Education and Science, 4(4), pp.335-342.

Smrek, L., 2021. Barriers to internal communication in companies. Ekonomika a spoločnosť, 22(1), pp.42-54.

Song, Q., Wang, Y., Chen, Y., Benitez, J. and Hu, J., 2019. Impact of the usage of social media in the workplace on team and employee performance. Information & Management, 56(8), p.103160.

Tabrizi, B., Lam, E., Girard, K. and Irvin, V., 2019. Digital transformation is not about technology. Harvard business review, 13(March), pp.1-6.

Waltz, L.A., Munoz, L., Weber Johnson, H. and Rodriguez, T., 2020. Exploring job satisfaction and workplace engagement in millennial nurses. Journal of nursing management, 28(3), pp.673-681.

Yang, E., Kim, Y. and Hong, S., 2023. Does working from home work? Experience of working from home and the value of hybrid workplace post-COVID-19. Journal of corporate real estate, 25(1), pp.50-76.

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