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Management and Organisational Behaviour

Ronald J Mutaki
Culture and internal functions of organisations
Dcember 2011
Contents

The following essay will discuss the key potential changes in structure and culture, how the management of motivation within the organisation may be affected, explore motivational theories in leadership and management of staff and evaluate the importance of effective team building at time of mergers and acquistions.

In the event of a merger involving two or more banks , the first of the noticeable changes will naturally be within the structure of the organisation. As the organisation will be automatically larger as a whole, it is likely that there will be repetition of job role and ultimately an opportunity to keep or increase overall output whilst reducing the overall workforce. Mullins (2005) describes culture as “the division of work among members of the organisation, and the co-ordination of their activities so they are directed towards the goals and objectives of the organisation.” this simple definition gives us an insight into how a merger or acquisition would likely cause the structure to be taller and wider in order to facilitate ease of supervision particularly where it is mainly concerned with the span of control. If the span of control is too wide, it becomes difficult to supervise subordinates effectively and this places more stress on the manager. If the span of control is too narrow, this may present a problem of co-ordination and consistency in decision making and hinder communications across the organisation structure.
As organisations can be structured by function, area, product, division, customer type or process, Morton (2010) describes how functional structures consist of units or departments identified by speciality, such as finance, sales or human resources where a main characteristic is typically that they are tall with many different management layers for example; board of directors , senior