Management & Organizations in Global Environment â€Free samples

Question: How Do Management and Organizations in Global Environment? Answer: Introduction According to Birkinshaw and Gupta (2013), it has been found that organizational change occur when management feel stressed and face issues in old management functions. An organizational change lies in the decisional wing of the organization where locus of control is in one hand. Business companies in current global environment existing and sustaining only because they are keep adapting the changes. The influence of external environment is taken by business countries to they can stand firm in the global market industry in long run. Zheng, Yang and McLean (2010) stated that organizational structure, functions, policies and physical structure also changes in time. Change is the main requirement of current business companies where most of the companies are adapting innovation and change management implementations to sustain in long run and gain competitive edge. The discussions and analysis are presented to identify the organizational structure of a bank where comparison is also presented in old structure and current structure of bank. Moreover, the drivers for change and factors associated in bringing changes are also disclosed. Organizational Structure Organizational changes are important in current business world for the companies to operate in long run and optimize maximum profits. The old bureaucratic rules and policies in banking system were increasing the issues for the customers at the bank whereas; the changed and new management structure of the Banks in Melbourne today are having different organizational structure which is equipped with technology (Jones, 2010). The current organizational structure and functions of the banks are changes in to online banking services and banks have shrunk there hierarchy and extensive workforce. The new organizational structure is supported by the innovation and technology where inside the organization the transactions and other operations are dealt by technological tools (Colquitt, Lepine and Wesson, 2011). Organizational structure related to the chain of command and departmentalization with well define hierarchies. On the other hand, the organizational structure is the culture of the company where functions and regulations are design as per the nature of business. The flow of information and decision making operations are taken by the well defined upper management. An organizational structural change lies in the decisional wing of the organization where locus of control is in one hand (Jones, 2010). Business companies in current global environment existing and sustaining only because they are keep adapting the changes. The influence of external environment is taken by business countries to they can stand firm in the global market industry in long run. However, the structure of the organizations are still transforming with the respect of nature of business on operational and functional level through policies, procedures and culture (Kauppila, 2010). Changes Occurred in Organizational Structure Organizational change occurred in the last few decades where it has been transforming the nature and policies of the business on global level. Most of the organizations are adapting flexible operations and policies at workplace to ease the hurdles of workforce. The organizations especially the banking sector is influenced by the changes in the industry on global level. The management of the banks are now prone adapt innovative and cost effectives ways where they hire the staff with extra-ordinary skills, knowledge and experience. Centralization is minimized where management of the companies are involving the employees in planning and decision making. The static and bureaucratic hierarchies with high power distance are diminishing where employees and upper management are working as a team. Horizontal integration in organizational structure is helping business companies to generate a flexible flow of information which is helping companies to be more effective and productive (Blundell-W ignall, Wehinger and Slovik, 2010). The old static and bureaucratic management has changed so far where banking sector understood the need of change by adapting the innovation and technology along with the decentralized for of management (Lowe, 2012). The management structure in banking has changed where in most of the banks in Melbourne there are only few staff seen in frontline to assist the customers, to open the accounts or to deposit the cash. However, all these operations are also changed where management of the banks in Melbourne are still changing to ease the customers and reach their satisfaction level. Moreover, the structure is also changed on financial management levels where IFRS is used to report the financial regulations and avoid the chances of fraud and materiality and keep the system (structure) save from bureaucratic rules (Joshi, Cahill and Sidhu, 2010). Driver for Change The Need to Manage the Existing Business as well as the Need to Develop Innovations (i.e. ambi-dexterity) Organizational ambidexterity is the ability of an effective organizational management where it covers the demand and adapt the changes at the same time. Its relates to the management of both domains deals internally and externally (Kauppila, 2010). Banking structure in Australia is changes where management has changed the structure by exploration risk, implementation of flexibility and innovation and on the other hand, by exploitation management is choosing the strategic ways in executions and covering the demand by using innovative management procedures. Centralization is minimized where management of the companies are involving the employees in planning and decision making. Organizational ambidexterity consist of broad coverage where management have to pay attention to learn, adapt, implement new technology and rules, innovate the policies and services and to redesign the overall organizational culture where flow of information should be real and flexible (O'Reilly and Tushman, 2013). Horizontal integration in organizational structure is helping business companies to generate a flexible flow of information in banking sector. The new organizational structure is supported by the innovation and technology where inside the organization the transactions. Conclusion The overall discussions are proving that organizational structure is still changing by ambidexterity where management of the organizations are dealing to implement the change internally and externally. The most important part of the change is bringing change in the overall organizational structure which requires the companies to understand the drivers for change and utilization of resources to cater the change effectively. References Birkinshaw, J. and Gupta, K., (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies.The Academy of Management Perspectives,27(4), pp.287-298. Blundell-Wignall, A., Wehinger, G. and Slovik, P., (2010). The elephant in the room: The need to deal with what banks do.OECD Journal: Financial Market Trends,2009(2), pp.1-27. Colquitt, J., Lepine, J.A. and Wesson, M.J., (2011).Organizational behavior: Improving performance and commitment in the workplace. McGraw-Hill Irwin. Jones, G.R., (2010). Organizational theory, design, and change. Joshi, M., Cahill, D. and Sidhu, J., (2010). Intellectual capital performance in the banking sector: An assessment of Australian owned banks.Journal of Human Resource Costing Accounting,14(2), pp.151-170. Kauppila, O.P., (2010). Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships.Strategic organization,8(4), pp.283-312. Lowe, P., (2012). The changing structure of the Australian economy and monetary policy.The Recent Economic Performance of the States 1 Trends in National Saving and Investment 9 The Distribution of Household Wealth in Australia: Evidence from the 2010 HILDA Survey 19 Indias Steel Industry 29, p.79. O'Reilly, C.A. and Tushman, M.L., (2013). Organizational ambidexterity: Past, present, and future.The Academy of Management Perspectives,27(4), pp.324-338. Zheng, W., Yang, B. and McLean, G.N., (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management.Journal of Business research,63(7), pp.7