Essays on Structural Model for Banking Organization Coursework

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The paper "Structural Model for Banking Organization" is an outstanding example of business coursework. Business and dynamism are synonymous. The strength of any business is in fact the strength of its organization which keeps it firm against any adverse effect. All organization, in turn, comprise of teams or groups which work together toward a common goal. This is the reason why team building is such a vital and delicate concept in the field of business. Team building is a managerial progress approach where managers collaborate and allocate skills to solve organizational problems. Another concept which is very relevant in this concern is of delegation.

A team cannot function properly until there is a proper delegation of duties, accountabilities and autonomy. A fair delegation in this regard brings job satisfaction among employees and it becomes more probable that the employees with exhibit corporate citizenship. These are a few issues which this assignment will try to highlight. It will take a comparative stand on theory and practice, towards working of an organisation from the perspective of team building and delegation The assignment will highlight the discrepancies in a theoretical and practical approach for the above-iterated issues.

Also, it would analyse the possible reasons for this incongruity. This assignment will not only analyse the existing models of organisational structure but will also try to put forward recommendations for models. Just to make the point put forward more clearly, this assignment will take resort to consider banking organisational setup. Organisational Structure in General Henry Mintzberg postulated organisational structure into five ideal though not real organisational configurations (Mintzberg, 1981). This organisational synthesis provides managers with an outline to comprehend and devise structures of organisations. Figure 1: Minztberg model of organisational structure According to Mintzberg organisational structure is "The sum total of the ways in which it divides it’ s labour into distinct tasks and then achieves coordination among them. " He proposed six constituents which are as follows: Operating core: The workforce of this part is directly related to the Operations. Strategic apex: People in this part serve the need of those people who control the organisation. Middle line: This part constitutes of managers who act as a bridge connecting strategic apex and operating core Technostructure: This part comprises of the analysts who design, plan, change or train the operating core. Support staff: This part is made up of external specialists who provide support to the organisation outside of the operating core's activities. Ideology: It is not a part per se but is made up of the traditions and beliefs that make the organisation unique. Each arrangement symbolizes a force that pulls an enterprise in altogether different horizons.

For example, the operating core wants to professionalize in their job and hence they support professional bureaucracy supported on the standardisation of skills. Which pull will finally prevail will depend to a great extent, on the power of each component. Structural Model for Banking Organization There are many setups to make organisational team interact.

In the case of banking organisation, there are few prevalent models. These are discussed below. Functional Organisation In this case, an individual is responsible for activities in a specialized department or function. The power or communication flows vertically up or down. There is very less lateral communication.

References

1. References

a) Tarnow, Eugen (2000). A quantitative model of the amplification of power through order and the concept of group defense. http://cogprints.org/4275/ (Surfed on 18th May 2009)

b) Henry Mintzberg (1981). "Organization Design: Fashion or Fit" Harvard Business Review (January February)

c) Carl R Rogers; Fritz Jules Roethlisberger (1990). Barriers and gateways to communication. Boston, Mass.: Harvard Business Review

d) Daniel Katz; Robert Louis Kahn (1966). The social psychology of organizations. New York: Wiley

e) Henry P. Knowles; Borje O. Saxberg (1971). Personality and Leadership Behavior. Reading, Mass.: Addison-Wesley. pp. 884–89

f) O'Connor, J. & McDermott, I. (1997). The Art of Systems Thinking: Essential Skills for Creativity and Problem-Solving. San Francisco: Thorsons Publishing. p. 11.

g) Tseng, M.M.; Jiao, J. (2001), Mass Customization, in: Handbook of Industrial Engineering, Technology and Operation Management (3rd ed.), New York, NY: Wiley, p. 65

h) Simon Briscoe, 2005, The trouble with targets, OECD Observer, No. 246-247

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