Debenhams Tall Structure

Management wants a happy workforce, because this will increase all levels of productivity as well as lessen any kind of work stoppage. Even though nonunion companies may have similar goals their approach may be a little different. Certain programs that apply to all employee as well as their feedbacks heighten their goals and also productivity.

There is a direct link between a high or low level of trust between the workers and management within a corporation and the productivity growth. Corporation must be willing and prepared to make small but regular investments that are required, and there will be a high substantial return, both in material and a healthy labour management climate. There are mainly three concepts that describe the working climate within a firm or organization: the satisfaction the employees get form working, the general trust in the corporation and level of trust the average employee has in the chief executive. Managers must mold their employees, and by doing that they will

Employees are the most important asset of an organization and organization has the responsibility to keep happy, motivated and satisfied so that their interest does not diminish in work. Moreover, when employees are kept happy and satisfied then their productivity rises as they feel that the company has given them the importance.

An employee’s morale is tied to their work, the more stressed and dissatisfied the employees are the more their work will suffer. A happy employee means more work will be done, working in a happy and safe and secure work environment will make the workers more willing to work harder.

During times of economic downturn, employees can feel susceptible. Employers may need to reduce contracted hours or change staff job roles to save money. This leads to staff feeling exposed and concerned about possible redundancy, which in turn effects how they relate to the organisation.

Morale: With employees, more engaged in their work and more pleased with the corporate culture, their morale will naturally be higher. This leads to less time and productivity lost to illness, tardiness, or extended breaks and lunches.

In order to optimise Alan Howard’s performance the functions of the company work together HR implements company policy’s such as payroll, maternity, paternity and pensions for example payroll needs to be kept up to date from managers to make correct pay for staff. HR are also important for employing and resourcing the best staff offering the correct

Position Power is comprised of four areas, coercive, connection, reward and legitimate. Coercive power is a leader’s

This type of culture demanded that jobs be filled by experts in specific fields (eg) Sales reps on the hardware side of the business were being filled by qualified builders who could not only sell across the product range but who knew hardware building products and its functions expertly. The same went for the plumbing side of the business where plumbing sales reps were qualified plumbers. My position of Brand Manager demanded someone with a Marketing or Branding background. Those who worked in these specialised roles were, however, governed and controlled by strict rules and procedures co-ordinated by senior management within the branch. The culture at branch level is very indicative of the Role Culture pointed out by Handy/Harrison (1993) in their model of Characterising Culture. Pettinger mentions that the key relationship in Role Culture is based on authority and the superior – subordinate style of relationships. (Pettinger R: Introduction to Management, 4th edition 2007, page 354)

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

• Meet regularly with other departments’ heads- Sales- HR-Accounting-Marketing-Customer Service-Institutional trading-R&A-Client Services to communicate IT strategies and projects. Gather feedback from other departments regarding current needs. Be sure that all departments are aware of an IT strategy and that all future projects and initiatives must fall within this strategy.

The productivity of any organization depends on the satisfaction of the employees, as happier employees also make more profit as they work faster and harder.

The employees feel that they have greater responsibility and trust put on them, this can generate greater participation, commitment, and a better job performance.

Departments in businesses all partake in important roles, departments such as human resources, accounting and finance, production amongst others remain vital to the company so it can work progressively. However, there are key departments which are desired more than others.

A company’s human and intellectual capital is one of its most valuable assets. Good workplace conditions and relations can help a company to attract, keep and develop human capital, keeping operations and staff morale high. Employees are more likely to be motivated, committed