Organizational it means they can get work done

Organizational structure is a
system that consists of explicit and implicit institutional rules and policies
designed to outline how various work roles and responsibilities are delegated,
controlled and coordinated. Organizational structure also determines how
information flows from level to level within the company (Investopedia, 2017). GCA
currently use a functional structure whereby employees who do a similar type of
role are grouped together e.g. all trainers in GCA structure are together. This
is good be beneficial to Glen’s company as it allows high levels of
specialisation as it gives room for workers to gain extra skills and knowledge
from other employees within the group, which in turn could potentially help an
employee become an expert within their functional area. Therefore, improving
productivity and efficiency as if the worker is an expert they can perform
tasks in greater speeds, which enhances productivity. This would be ideal for
Glen as it means they can get work done for clients quickly and effectively
with few errors. This is because each area within the structure would be with
specialists thus increasing the reputation of the GCA. Although, there some
advantages and ways of increasing efficiency within this structure there are
also disadvantages using this structure, according to the case study Glen feels
this could prevent growth which would be a major issue for the company. This is
because working in a functional structure could create difficulty when two
areas need to work together as the areas may already have different ways of
working which could cause conflicts. Thus, potentially could result in projects
falling behind schedule, which would be costly for GCA and negatively affect
their reputation. In addition, it can be difficult for Glen to maintain control
as the company expands and grows as once the company becomes larger management
needs to delegate more decision-making responsibilities to each functional
area, the degree of autonomy may also increase, making coordination of
activities more difficult. If the company expands into new geographic areas, it
may reduce communication and cooperation between departments (Cummings and
Worley, 2009).

Currently, the structure could stay the
same as they are only a small business and in fact it does work but in the
future when expanding it would be ideal to change the structure. To examine
changes in structure GCA could look at Leavitt’s Diamond (Figure 1.1) The diagram is made up of four interdependent elements
to reflect that viewing an area of change such as technological change. It is a
useful framework for analysing changes and their implications and helps with
impact analysis for proposed change initiatives (Cadle, Paul, & Turner, 2014, p.20).
This links with Glens issues of the structure not working when the business
grows as Leavitt’s Diamond concentrates on how a change can affect an aspect
and in this case, there could potentially miscommunication which will affect
tasks that need to be carried out so when there are changes it would be
beneficial to use this model to see how the change may affect areas within the
business. In terms of structure if there was a new employee which had a
different skill compared to other employees the company will need to see how
this could affect the structure of the business as there will be new roles made
which may affect the functional structure as if they would need to add
functional area which may be difficult. Also, as a company grows GCA may feel
that introducing technology may be beneficial, this change would affect the
structure again as some employees may not be needed or may need to change their
role to adapt to the business.

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