The paper "Work and Organisation Systems" is a wonderful example of an assignment on management. The basic premise of the structural frame is mired in the philosophy that clear, well-understood goals, roles, and relationships and adequate coordination are essential to organizational performance. This would also then imply that the right structure forms a solid underpinning to combat the risk that individuals, however talented, will become confused, ineffective, apathetic, or hostile. The structural frame deals with how the organization is structured (usually depleted in an organizational chart) and focuses on different groups’ roles and responsibilities in order to meet the goals and policies set by top management.
This frame is very rational and focuses on coordination and control. For example, within the structural frame, key information technology personnel in one department and decentralize across several departments. The structural frame emphasizes the importance of formal roles and relationships. Structures-commonly depicted by means of organizational charts is created to fit an organization’ s environment and technology. The focus is on organizational direction and goals, roles and policies, procedures, and coordination and planning. The structural process basically provides the vehicle by which clarification of direction, roles, and documentation of policies and procedures can be communicated and undertaken, and therefore, is a means by which the vision of the school is put into practice. Caldwell and Spinks’ (1988) model offers an example of a structural framework for planning where organizational direction, roles, policies, and procedures are coordinated and systematically managed through a process of collaboration which: Integrated goal setting, policymaking, planning, budgeting, implementing and evaluating in a manner which contrasts with the often unsystematic, fragmented processes which have caused so much frustration and ineffectiveness in the past Secures appropriate involvement of staff, students and the community, with clearly defined roles for governing bodies where such groups exist and have responsibility for policymaking Focuses on the central functions of schools-learning and teaching-and accordingly organizes the management of the organization around programs which correspond to the preferred patterns of work in the company.
Caldwell, B., and Spinks, J. M., (1988). Beyond the self-managing school. Oxord Books. pp351-355
Brown, M., Sturman, M. C., & Simmering, M. (2003). Compensation policy and organisational performance: The efficiency, operational, and financial implications of pay levels and pay structure. Academy of Management Journal, 46, 752-762.
Wright, P.M., & Snell, S.A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(4), 756-772.
Robbins S. (1989). Organisational Behavior. Prentice Hall. p595
Bolman, L. G., & Deal, T. E. (1997). Reframing organisations: Artistry, choice and leadership (2nd edition). San Francisco: Jossey-Bass.
Losey M R, Meisinger S, Ulrich D, 2005, The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow, Edition: illustrated, Published by John Wiley and Sons, pp46-55
Charvatova D and Veer C G, 2006, Communication and Human Resource Management and its Compliance with Culture, pub, International Journal of Social Science, Vol.1 No1, pp14-18
Cook. K. S, (2007). Trust and Distrust in Organisations: Dilemmas and Approaches. Russel Sage Foundation. Pp102-110Mora G R, 2006, Power Management ICs A Top-Down Design Approach, Edition: Paperback, Pub, USA, Princeton university press pp3-15
Das, H. and Wagar, T., (2007). Canadian Human Resource Management: A Strategic Approach (8th Ed.). McGraw-Hill Ryerson: Toronto, pp31-48