Transition to Sustainable Organisational Structure

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Table of Contents

Introduction
Work meaning and motivation in structural, organisational performance
The impact of work meaning and motivation to organisational structures
Personal Reflection and Contribution
Conclusion
Reference List

Introduction

Business entities are characterised by structures that coordinate and operate interdependently towards the attainment of predetermined goals. Efficiency in the various departments is essential for the sustainability of an enterprise. An implication of streamlined activities facilitated by synergy in the different teams depicts the collective roles of individuals towards the success of the whole (Miles & Snow 2003). In this respect, the administration of organisations through the enhancement of stable structures fosters an organisational culture that seeks to improve operations in the event of continuity or transitions. This paper will explore the implications of the employees’ work meaning and motivation in hierarchical and flat organisational structures to the success of a corporation.

Work meaning and motivation in structural, organisational performance

The human factor in an organisation plays an integral role in ensuring that the structures work collaboratively towards the accomplishment of the set goals. In this respect, employees find their meaning to work and have to be motivated for the enrichment of the organisation’s performance. Therefore, an organisation that intends to have smooth and sustainable transitions in its organisational structures needs to embrace the significance of the employees’ roles in their operations. In a bid to facilitate sustainability, the elements of leadership and operations need to be factored for the team performance to be optimum, thus resulting in desired outcomes (Dik, Byrne & Steger 2013).

The meaning that employees find in their line of work affects them psychologically, thus influencing their output. In this regard, employees find meaning in work when they are engaged in the various operations of the organisation (Urich, Urich & Goldsmith 2010). This aspect entails engagement in aspects such as decision-making and delegated duties. The human resource aspect tends to be influenced by the leadership skills employed by the top managers in their administrative duties. The role of leadership in an organisational structure is to influence the behaviour of employees towards a culture that promotes productiveness and sustainability.

The workplace environment is perceived to be meaningful when the employees’ contributions or leadership roles in projects is fostered. In this case, employees find the essence of their development in an organisation since they are subjected to various responsibilities such as leadership in the execution of projects that need quality inputs for the realisation of the team and organisational goals (Mautz 2015). The definition of work facilitates an effective transition of organisational structures through the facilitation of employee accountability. The big “O” outcome target would be achieved when the responsibility of workers is outlined in a manner that considers cumulative structural effects (Gibbons 2015). Therefore, the enhancement of work meaning lies in the notion of accountability and responsibility among workers.

Employees depict motivated obedience intrinsically by conforming to the organisational culture (Mautz 2015). Therefore, there is a correlation between motivation and the performance of the organisational structures towards sustainability. In this light, employee recognition and empowerment boost motivation among employees that subsequently leads to organisational effectiveness. Thus, rules and policies need to be integrated into the organisational structures in a bid to uphold the empowerment and recognition of employees. Employee recognition would be facilitated through quarterly reviews, yearly awards ceremony, flexible work hours, peer recognition, and giving employees decision-making privileges.

The empowerment of employees is an essential aspect of improving organisational operations to attain sustainability. The leadership element of an organisation has to implement strategies that seek to facilitate the empowerment of its employees for motivational purposes. In this regard, motivation through empowerment would be attained trough measures such as effective communication, self-improvement rewards, encouraging safe failure, defining roles, supporting the employees’ independence, fostering accountability, and appreciating their efforts (Gustavson & Liff 2014). Eventually, organisational structures depict team effectiveness through motivational measures, which are encouraged through leadership.

The impact of work meaning and motivation to organisational structures

The aspects of work meaning and motivation have a bearing on the performance of an organisation. The attributes of the two factors have different implications on the operations of various business structures (Dik, Byrne & Steger 2013). In this respect, hierarchical and flat business structures tend to be affected by the work perception and motivational procedures involved. In hierarchical organisations, the aspects of work responsibility are well defined. This aspect implies that employees are aware of their roles, and thus they purpose to fulfil them in a bid to reach the organisational targets.

The authority framework portrayed by the span of control implies that the organisation upholds structures that indicate the role of managers in facilitating motivation among workers through empowerment and employee recognition. Clear communication channels in the hierarchical structures facilitate the organisational culture towards goal attainment (Laloux 2014).

Few management layers characterise flat organisational structures. Communication is typically horizontal, which implies that interaction in the organisation is fostered for the establishment of meaningful work environments. The decision-making process takes a flat course due to the horizontal structures that enhance flexibility and adaptability. Therefore, teams would be engaged in decision-making endeavours due to the flexibility of the flat organisational structures. The competence and qualifications of the workforce depict the attributes of a flat organisational structure (Gibbons 2015). The structure facilitates employee happiness and upholds the essence of teamwork in the attainment of organisational goals.

Reflecting on the two organisational structures, based on the work meaning and motivational factors, the flat structures tend to enhance organisational sustainability due to the enhanced communication structures, flexible decision-making procedures, and skilful workforce with different capabilities to work in various departments. These aspects enhance teamwork synergy, thus resulting in desirable organisational performance.

Personal Reflection and Contribution

Applying the necessary skills for the execution of tasks as a team member facilitated the collective attainment of the set objectives. The quality of enthusiasm was brought on board through the application of my communication, active participation, creativity, problem-solving, and leadership skills. The enthusiastic attitude facilitated the commitment to the organisational cause through the creation of collective synergy in the team as a player. The enthusiastic quality created an attitude that sought to pursue and fulfil the organisation’s mission and vision.

The adoption of new qualities for the purposes of individual and teamwork development is vital for the attainment of personal and collective goals (Maxwell 2006). The development of an attribute that enhances easy and quick adaptation in new settings is essential for improving my capabilities of settling in transitional organisations. This assertion implies that I would facilitate smooth organisational changes by participating in activities that promote organisational change. In this light, flexibility in my teamwork approaches would contribute positively to the success and sustainability of the organisation in the long term.

Conclusion

The sustainability of different organisational structures is dependent on the employees’ meaning of work and the elements of their motivation. In this respect, the inherent perceptions in the employees need to be conditioned to facilitate empowerment and motivation. By reflecting on the outcomes of the work meaning and motivational aspects, it suffices to conclude that flat organisational structures tend to foster teamwork more as compared to hierarchical organisations. The adoption of result-oriented qualities is essential for team development leading to effective, productive, and sustainable organisational structures.

Reference List

Dik, B, Byrne, Z & Steger, M 2013, Purpose and Meaning in the Workplace, American Psychological Association, Washington, DC. Web.

Gibbons, P 2015, The Science of Successful Organisational Change: How Leaders Set Strategy, Change Behaviour, and Create an Agile Culture, FT Press, New Jersey. Web.

Gustavson, P & Liff, S 2014, A Team of Leaders: Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results, AMACOM, New York. Web.

Laloux, F 2014, Reinventing Organisations, Nelson Parker Publishing, Millis, MA. Web.

Mautz, S 2015, Make It Matter: How Managers Can Motivate by Creating Meaning, AMACOM, New York. Web.

Maxwell, J 2006, The 17 Essential Qualities of a Team Player: Becoming the Kind of Person Every Team Wants, Thomas Nelson, Nashville. Web.

Miles, R & Snow, C 2003, Organisational Strategy, Structure, and Process, Stanford Business Books, California. Web.

Urich, D, Urich, W & Goldsmith, M 2010, The Why of Work: How Great Leaders Build Abundant Organisations That Win, McGraw-Hill, New York. Web.

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