-75%
Solution
- Organisation structures
The organisation structure is defined in Sarwar et al. (2020) as representing the outline of how organisation activities are organised to achieve organisation goals. In the structure, organisation structure guide how information is shared in various organisation divisions. The organisation structures selected include;
Hierarchical Organisation Structure
As defined in Cimini et al. (2020), hierarchical organisation structure is developed by use of a chain of command in entity starting from senior managers and executives and rest of staff. An example of organisation using this structure is the Ministry of National Guard Health Affairs (MNGHA) organisation.
The underpinning reason for use of the structure is ensuring the senior management teams and groups of executives understand relationships with one another. Also, using hierarchical structure lead to increasing efficiencies and effective decision making. For use of the structure, top managers assume maximum authority and engaging less staff. The case organisation structure is as illustrated in the following;
Figure 1: Hierarchical Organisation Structure (MNGHA Case Organisation)
The advantages of using the structure are;
Elaborate career growth/progress– When an entity pursue hierarchical structure, employees are in a position of guaranteeing effective command chain. In Ranjan et al. (2020), this is since hierarchical structure use attract and retain best employees.
Loyal employees– Through the application of hierarchical structure, employees have their roles clearly set which increase loyalty to the organisation.
The disadvantages of the structure include;
High costs of implementation– Hierarchical structure require many departments to be in place for its success. This is for ensuring clear management to be in place from the senior management teams, supervisors to lower levels of the organisation. Managing all these groups is significantly costly.
Slowed process of making decisions– Hierarchical structure is found limiting the role and authority of staff amongst the different departments and must be consulted in making of decisions. The outcome of this is slow making of decisions.
Horizontal Organisation Structure
Also flat organisation structure, it is inclusive of limited management layers (Ou et al., 2024). For the structure, management capitalise on different control levels with subordinates being involved in shorter chain of command pursued. This is illustrated in figure 2;
Figure 2: Example of Horizontal Organisation Structure
The underpinning reason for using organisation structure in an organisation such as UPS is guided by ability to offer a chance for prioritising and controlling engaged individuals. Further, by using the structure, an opportunity presents itself to initiate direct communication process by managers and staff and not holistic as the case for hierarchical structure. Also, in organisations with multiple departments, they best operate using this type of organisations structure.
The advantages of the structure are;
High level employees satisfaction– This represent a major strength of using the structure noted in Hasche et al. (2021) as offering a great sense of control. By employees controlling their preparations significantly, they feel appreciated hence an increased satisfaction.
Optimum use of available resources with individual employees. The different organisation structure works in compartments hence effective resources use.
The disadvantages of this structure are;
Reduced performance– In the organisations which adopt the structure, their functions are interdependent hence hindering their freedom lowering productivity of staff (Zhu et al., 2020).
Undefined expectations– By using the identified structure, the employees have more freedom in executing their functions. By having varying expectations, they lack an understanding on what is required.
- Organisation strategy, products, services and customers
Strategy goals and objectives link to products
By referencing on a resource-based view theory (Dionysus & Arifin, 2020), strategic goals and objectives are related in terms of the products provided. In MNGHA case organisation, using the organisation strategy, they become best positioned in offering high-level quality products guiding their operations. This is different from competitors in same sector.
Strategic goals and objectives link to services
Taking into account of the view that services offered are intangible in nature, goals and objectives need to be in alignment with vision and mission set. By being well aligned, organisation is in a position of engaging high-level quality service providers. This is noted in Dionysus and Arifin (2020) as positively impacting ability to be sustainable in terms of value development and maintaining their competitive advantage.
Strategic goals and objectives logically link to customers
Strategic goals and objectives have a direct link to clients at the level a need arise to initiate sustainable clients experiences both in organisations and individually. In MNGHA case organisation, working in veterans management offering healthcare support to different clients groups, their interests are a priority. As evidenced in Madhani (2020), customer-centric strategy ensure all goals achievement successfully. Through the improved clients satisfaction scope, innovativeness and technologies are attained with entire satisfaction of clients attained.
Also, a strategy adopted could be horizontal meaning an active partnership with different organisations for achieving an increased growth in same business line (Sobirovna et al., 2019). This is distinct from vertical integration which entail assuming a substantial control of various phases in distributing the products and services. It is by adopting the appropriate structure that modification is pursued for integrating interests of new entities or integrated for being an area of available structure.
- Factors and Trends Impacting Organisations
Different external factors represent issues altering an organisation landscape in a significant manner as part of the organisation operations. This impact organisation leveraging on competitive advantage and dominating their industry. PESTLE model can be adopted focusing on Politics, Economy, Social, Technology, Legal and Environment influencing scope of organisation operations. This is to guide people practice professionals and top leadership ability to make decisions.
Factors
Economic Factors– In IMF (2024) report, it evidence that global economy is expected to grow increasing upto 3% by year 2024 a reduction from previous year of 3.2%. Considering Saudi Arabia case, Focus Economics (2024) report highlight that economy has been encountering immense issues owing to transition from an oil and gas fully dependent economy. This influence the scope of MNGHA using their resources in recruitment of qualified employees.
Priority– Considering MNGHA organisation case, the priority here is ensuring they are engaging governments in increasing entire support offered financially. This positively impact need to ensure appropriate resources are offered for their practice in today economic issues business environment.
Social Factor– According to Gabrielova and Buchko (2021), the Generation Z and Millennials form upto 30% of the employees joining the Saudi Arabia workforce. Similarly, they are noted to increase a majority of the KSA citizens with the elderly increasingly exiting the workplace for retirement. This trend influence the scope of MNGHA requiring new staff resourcing of the employees of the identified age category.
Priority– Taking into account of the evaluated factor, priority would include using Saudisation Policy in the organisation practice. The rationale of this is ensuring that the nationals in KSA are prioritised in these organisations recruitment and selection (Basahal et al., 2023). Similarly, being the most appropriate strategy, resourcing by applying technologies would be required to be prioritised.
Current Trends
Technology Impact– According to Alrawadieh et al. (2021) a holistic growth in revenues is set to be 5.2% and also a market consolidation of approximately KSA Riyals 4.2 million as at 2024. For each employee, by 2024, the employees would spend approximately SAR500 annually to be aligned with the modern technology adoption.
Priority– Taking into account of the MNGHA organisation case, they are supposed to support their organisations to invest in AI and robots to ensure they invest in appropriate resourcing approaches. The most appropriate strategy is ensuring they are investing in most appropriate strategy in resourcing in their various departments.
Competition in organisations– In the report in Kamal et al. (2021), this factor has a strong influence of ability of organisation to formulate and guide profitability and dominating their business environment. Currently, competitiveness has been increasing in the modern business environment owing to the changing business landscape Post-COVID 19.
Priority– Taking into account of MNGHA operations, for managing the existing competition, detailed support would need to be offered as most appropriate strategy for ensuring they grant L&D strategy. The rationale of this is acquiring appropriate skills and capability for success in their practice. This lead to industry dominance and leveraging on competitive advantage successfully.
- Scale of Technology
Scale of technology is identified in Mikołajczyk (2021) as having an implication on how work and workplace operations. This scale is evidenced by view that in next one year, upto 72% of the 95% of jobs would be based on technology. Also, 60% of the employees would automate their operations which would successfully improve job-level quality. For MNGHA case, technology which could be embraced include;
Artificial Intelligence (AI)– AI is identified in Bhardwaj et al. (2020) as a strategy pursued for developing machines with a capacity to mimic human practices such as learn, reason and self-correction. The strengths of use of AI entail improved staff performance. This is at the same time enhancing management of repetitive job functions and as such easily solved problems. On the other hand, disadvantages entail jobs being lost by staff, less employee capability and requirements for staff capacity development.
For the use of automation and AI in regard to MNGHA work and working practices/workplace, improvement in customers management would be achieved. This is at the same time reducing the time used in offering services.
Automation– For this type of technology, it guide transformation of manual based job roles for being implemented by machines. The strengths of automation entail an increased efficiency and reduced mistakes made in pursuing their job functions. Further, the advantages of automation include increased quality level of the offered products and services to targeted clients, less work execution and leading to increase in the entire lead time. The disadvantages of this include immense costs used to implement automation process and overall expenditure of the process implementation. Also, maintaining the automation process is a challenge and cost-intensive.
For work and working practices, automation process contribute to an increase in accuracy and as such increasing profits and dominating their market. The entire errors which are recorded in an organisation are appropriately managed in their practices hence successfully reduced.
2.2 Oganisation culture and human behaviour
Edgar Schein Model (Organisation Culture)
According to Coghlan (2021), the model of organisation culture is noted by identifying organisation culture as “how things are done by interacting in external business environment and managing issues faced”. Further, Gerasimov and Ozernov (2023), note the basic assumption of Edgar Schein as noting characteristics of an entity positive impact of success in their operations for achieving focus goals. In MNGHA for example, their organisation culture is defined by having a common focus, being supported and guiding their operations.
Further, for values factor in Edgar Schein Model, according to Coghlan (2021), the best practice is employees being in a position to work and execute specified philosophy and believes guiding their practices. A case example is MNGHA ensuring their culture guide the employees operations.
Maslow Hierarchy of Needs (Human Behaviours)
The manner in which people pursue their roles in an organisation are informed by scope of motivation and satisfied in their roles. Employees evidenced an increase on how they are committed in operating in their organisations hence rewarding and supporting workplace. Also, human behaviours are influenced by factors of physiological, safety, love and belonging, self-esteem and self-actualisation (Dar & Sakthivel, 2022). In regard to MNGHA operations, staff identify an increase in how they are committed and motivation in executing their functions.
To achieve physiological needs for instance, employees assume a feeling of being comfortable in their work environment and as such balancing work-life. Further, the issue of safety needs is noted to be characterised by aspects influencing job security and observation of appropriateness of their health and wellbeing strategies. The love and belongingness entail working as teams in their different business sector. The rationale of this is gaining a feeling of appreciation and motivation in their roles and hence success in their operations. The self-esteem require need to improve diversity to provide rewards which include pay and recognising employees impacting their overall commitment and motivation levels.
2.2 Organisation culture and behaviour impact
Considering the CIPD HR Professional Map (CIPD, 2024), the people practice roles guide the relationship of the employees and the organisation reflected in employees lifecycle. Therefore, their functions are core for an entity practice. Their implication are positive and negative;
Positive Impact
People practice impact positively on how they adhere to set values and beliefs of their company. As evidenced in Tran (2021), the culture and behaviours in an entity has a direct impact on resourcing best employees who have right value in alignment with the organisation. This is at the same time having their business area offering an opportunity for L&D strategy and to appropriately use their capacity for resourcing highly qualified staff.
In regard to job design and resourcing process, it is important for organisations to engage people professionals having same values. In MNGHA case, by interviews and psychometric tests use, these are important for increasing integrity and committed in their roles.
Also, Wang et al. (2020) argue that the positive implication of people practice professionals entail appropriate organisation culture guiding development of various policy. For instance, Dirani et al. (2020) note the people professionals are involved in core functions for setting anti-discrimination and policies for being harassed. The noted policy works are important for promoting organisation culture, diversity ad inclusion increased. Human behaviours according to Anwar et al. (2020) are essential to integrate individuals with lower diversity scope. Considering the case of MNGHA, people professionals ensure that they are recruiting employees adequately qualified for enhancing diversity and inclusion as part of their operations.
Negative Impact
People practice professionals evidence negative impact on culture and behaviours of staff in terms of how they are motivated and increasing wellbeing. The importance of this include Hygiene and Motivating factors in line with Herzberg-2-Factor Theory (Nesamvuni, 2021) being prioritised. Considering people practice professionals reward management approach, failing in offering appropriate rewards inclusive of base remuneration and benefits improve satisfaction and motivation hence increased turnover. According to Roos et al. (2022), the outcome of the process is to reduce commitment scope and adhering on ethical and value-based practice. An organisation failing in implementing appropriate meaning in their practice including role modelling and evidenced as lacking appropriate relationships and occurrence of conflicts. Further, the application of a trust-baaed culture and opportunities in place contribute to improving performance/productivity and implemented holistically.
2.3 Approaches of managing change
From CIPD HR Professional Map (CIPD, 2024a), process of change is identified as pursued by considering appropriately structured and planned change process in order to guarantee change is consistent. These approaches include;
ADKAR Model
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