The organisation – what makes it ‘tick’?
In this assignment I have been asked to detail, analyse and show understanding on how an organisation works. I will do this by looking at the structures and cultures of organisations from a general point of view with relevant examples to business. I have also been asked to explain the relevance of business ethics in organisations and in society, I will do this by explaining the principles of ethics, how it became prominent and how it is relevant today.
A firm’s internal design elements-its structure and its culture-may influence system design as well as system success. For example, systems that share data across departmental boundaries raise special design and implementation concerns and are especially vulnerable to user resistance due to loss of flexibility. Structure ; Culture overview Organisational structure refers to formal aspects of organisational functioning, such as the division of labour, hierarchical authority, and job descriptions.
Structure typically includes whether the firm is centralized or decentralized, whether it use s a divisional, functional, matrix, or networked organisation, its reporting relationships, and its reward structure. Culture refers to the shared values, basic assumptions, and behaviours of organisational members. Elements of culture include whether the organisation values individuality or teamwork, whether bigger is better, and whether risk taking, such as that commonly associated with IT innovations, is rewarded or reproached.
Organisational Structures The structure of an organisation should enable it to achieve its objectives. Structures should not always be static they should be flexible in order to adapt to change within the external environment. Structure is the skeleton of the organisation. It sets out the framework of roles, titles, functions and relationships through which an organisation is run. Factors that influence organisational structures