A Comparative Analysis of Semco Engineering and Grimsville Borough Counsil (GBC) company

The building, tillage, and teamwork of an system allow solid effects in its performance and operations. The construction and design argon chosen depending on a participations objectives and functions. Culture and teamwork, on the opposite hand, be achieved based on the organisations design and grammatical construction.That is, coordination and cooperation among the stakeholders are dependent on the organisations structure. Therefore, organisational structure is a real critical issue in every organisation. This paper investigates on organisational structure and its importance by examining and analysing cases studies of two different organisations.Comparison of Organizational Structure and DesignSemco and Grimsville Borough Council (GBC) are very different in terms of their organisational structure and design. defining organisational structure, it involves issues as how the work of the organisation will be divided and assigned among positions, groups, departments or divisi ons and how the coordination necessary to accomplish total organisational objectives will be achieved (Dalton et al, 1970).In early(a) words, an organisation should be designed based on a structure which arouse help an organisation achieve its objectives. Semco, has a very planar structure with only four organisational level, utilising a decentralized approach. Basically, a company is verbalize to implement a decentralised structure when purpose making is disaggregated into a number of divisions, each making its own determination (Siggelkow & Levithal, 2003).Semco has managed to have a democratic and non-bureaucratic type of organisation by reducing the level of perplexity and allowing the employees to participate in decision making. The primary purpose of flat organisations is to quickly respond to customers needs or changes in the business environment (Allen, 1998). Semco utilised this type of organisational structure because as an engineering company, it is always subjec t to technical changes and other changes in its environment.Contrary to the flat structure of Semco, bureaucratic organisation equal GBC is tall in structure, consisting of hierarchies with many levels of management (Allen, 1998). GBC has many levels of management and direction each departments management reports to the councillors and to the chief executive part they handle member staff and employees which are at the bottom of the hierarchy.The organisational structure of GBC is considered to be centralized and bureaucratic. This type of structure is obviously the opposite of the decentralised its decision-making is made only at the upper level of management.Additionally, bureaucracy is a form of organisation which is characterised by a rational, goal-oriented hierarchy, impersonal decision making, stately controls, and subdivision into managerial positions and specialisation of labour (Allen, 1998). Bureaucracy is common to organization agencies in which there should be spec ialisation in different types of commonplace services such as education, social services and others, and formal controls essential be practiced in order to ensure satisfactory domain service.Comparison of Approaches to Teamwork and TeamworkingAccording to Allen (1998), flat organisations have potent emphasis on teams while Cohen & Bailey (1997) added that team-based organisations, with flat structures quite a little respond quickly and soundly in the fast changing environments. Semco possesses such characteristics as it has become a profitable company with heighten organisational performance.A team-based organisation withal enables the organisation to learn more effectively and because of the conclave of team members diverse perspectives, decision making is comprehensive (Anonymous, 2006). Diversity of ideas in a team leads to high character decision making and insertion (West, 2002).Because Semco allows work teams to make decisions, employees and team members are empower ed. Employees also undergo education programmes that help them develop and learn new skills within the team, making them an effective and productive part of the team. In other words, Semco gives high acknowledgement on teamwork that almost every decision such as pay judge and working times and pattern are decided by teams.On the other hand, teamwork is not highly regarded at GBC. Senior management are reserved and hard to be approached by their subordinates. Decision making are also performed only by council leader and the chief executive, thus processing of plans and mop up of projects are slow. Moreover, GBC is departmentalised but each department is not working unneurotic but instead they compete among each other and undermine other departments activities, resulting to diminished level of services and poor boilers suit performance.The problems of GBC mentioned in the case such as unhappy employees, slow decision making and competition instead of coordination exist because G BC has no teamwork. Team-based working can lead to improvements in organisational performance in terms of efficiency and quality (Applebaum & Batt, 1994 on Anonymous) while employees working on teams were found out to have higher levels of involvement and commitment to the organisation (Anonymous, 2006).Comparison of CulturesGenerally, Semco is considered to have a cleanse organisational culture compared to GBC as reflected by each organisations performance. Defining organisational culture, it is an organisations set of shared behaviours, artefacts, values, beliefs and assumptions that it develops as it learns to cope with the external and internal aspects of survival and success (Oden, 1997).Culture was said to be developed as an organisation interact with its environment thus organisational culture is unwritten. Because Semco and GBC has different organisational structure, its culture also differs Semcos culture can be classified as task culture or the type of culture in which o rganisations has strong and cleared implemented objectives and mission and in which teamwork is emphasized because it is the basis on which jobs are designed (Anonymous, 2006).On the other hand, GBCs culture can be classified as role cultures which is highly formalised, bounded with authority and in which hierarchy dominates relations (Anoymous, 2006).Semco believes in employee authorization and it is one of their motivations to make employees snug and happy with the company. Transparency is also part of Semcos culture since the company practiced profit-sharing scheme. Employees can have access on financial and strategic data to be able for them to participate actively in decision making. Trust and discipline are the core values of the company, ensuring that each employee is well(p) committed to the organisation.On the contrary, GBCs value is centred on power that is, the authority has the salutary to decide and the employee must only follow resulting to unhappy and unmotivated employees. Employee empowerment is not practice and management does not even acknowledge spurn level employees concern. Corruption is also suspected to be practiced at GBC along with overused of power because transparency is not being practiced by GBC.