INTRODUCTION:

In this part I want to introduce a company which named, BlueSky Analysis Ltd, Dr, John Clarkson is currently Managing Director of this company. This is a research company which obtains data from satellite observations, it analyse these all gathered data and then sells the all information to its client and organisations. Twenty years ago Mr. Clarkson set up BlueSky Analysis Ltd to utilise the technology for peaceful applications, so together with four scientists he formed the company in 2001. These five scientists were the only shareholders. In the initial growth the company had to employ more new scientists and after that in two years it had grown with 45 numbers of staff including 15 admin staff. It was an attractive company for scientists because there was a little management structure in this company and the scientists worked independently and they need to concentrate solely on scientific work rather than diverted into administrative activities involving long meetings and planning programmes. The role of management in this company is they took all decisions for every management tasks by their own selves.

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Research Proposal:
Unfortunately the informal style and structure of the BlueSky Company did not run smoothly. Though the BlueSky Company had very good reputation in market thats why it came under very huge work burden. In this company every scientist had to work individually on each task or project with all research paper work without any helping support or secretarial help. Thats why the staff turnover was very low. Along with this all work if any scientist got any confusion towards his research he could not contact or had any direct approach to his client for this purpose he needs to inform management about confusion then management will contact that client and get the clients requirement after that they will deliver that to scientist. This procedure took long time to complete the task. This flat scalar chain and the huge gap between management and employees caused delayed in completion of every single project and large numbers of pending projects. Due to this the employees became irritated and frustrated, they spend their much time in fire-fighting and correcting their mistakes. Although the management had to take took all decisions so they were totally responsible for the critical situations and the lose or profit of the company. As the employees had less team work and the work burden was increasing the management also started conflict with each other. Frequently the budget was going to over and s many projects was taking long time to completion and the loose management structure was inhibiting the growth of the company. On the other side the market of data collection and analysis was becoming global and the organisations or competitors were eroding BlueSkys market position. After facing these all situations company was still a leader in this small specialist

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Field and did not lose much business to emerge into an other commercialised company named, UDS. After observing the all situations and scenario the question arises, How an organisations structure and culture effects on its rules, procedures and beliefs?

The purpose of this proposal and benefits:

The purpose and benefits of this proposal are following like:

To find out the problems and research them and get its importance.

Discuss the research efforts of others who already worked on relevant

problem.

To gather the necessary data to solve that problem and how data will be

gathered treated.

Literature review:
After defining the BlueSky structure, we came to know that there is management is all in all in organisation. And the structure which it was following shows; It has informal structure, which is maintained by its leader.

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 It is also centralised organisation structure, because all organisational

decisions are making by the centre of the organisation.

The current structure of this company is also called entrepreneurial where

the owner manages the business.

And the current culture of this company is task culture which is concern

with the completion of project or task, and management is not concern

with that how you will complete your project they concern with only the

results.

To find out that how structure and culture of any organisation helps

in growing and maintain the all company work and to differentiate the

current procedure and the other best practices, we need to observe the

different structure and cultural theories by well known identified literary

authors like;

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Mintzbergs Organisational Structure Theory:

Mintzberg(1979) defined organisational structure as "the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them". Mintzberg also introduced the organisational structure in building blocks; Strategic apex Techno structure Middle line Support staff

Operating core

He introduced five configurations;

Strategic apex, this staff fulfil the needs of those people who control the organisations.

Middle line staff called those managers who are connected with high management (Strategic apex) and the lower employees.

Who design the Technostructure.

plan

and

trained

the

lower

staff

are

called

Support staff are the basically specialists who always support the organisation and work outside the operating cores activities.

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 The lower employees are called operating core, this staff is directly involved in the production of the products and services.

Frederick Taylors Management theory:

(1856-1915)

Organisational

and

Frederick Taylor is known as the founder of scientific management. In 1911 he introduced the four principals of scientific management, such as;

Manual workers should be motivated by high financial reward, a scientific

methodology be developed.

An organisation needs strict supervision to complete the task, and

managers are responsible to selecting, training and to adopt the way to

provide fully awareness of their employees.

Managers of an organisation should be fully cooperated and helpful with

their employees to make sure the application of scientific management

methods in proper way.

In scientific management method the managers should be work side by

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side with its employees. And an organisation performs well when it follows

the narrowly defined tasks.

Science of work

Selection

Merger

Interventional and Division

Henri Fayol (1841-1925) organisational and management theory:

The rules and procedures which define the hierarchy of an organisation he put the primary emphasis. Fayol defined five management functions or principals which an organisation should consistently apply to establish good and better management.

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Planning _ Planning means to decide today for the future that what should be done which depends on certain events. Organisation _ This is the process of diving works into different units and gave them to employees and department. Command _ To meet the targets there is need to involve the issuing instructions.

Co-ordination

_ The equality of efforts.

Control

_ This is required to monitor the activities to ensure that targets are met and taking useful action to deal divergences of actual from target performance.

Charles Handys theory of organisational culture:

The work of Charles Handy in the world of organisational management and culture is very remarkable and he is rewarded as a most advanced management thinker in the world.

In his book Gods of Management(1978) he discussed four types of culture:

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1. The power culture,

Handy consider this kind of culture like a web where only a strong leader manipulates the all activities and the reputation of the organisation is inextricably linked with the style of leadership and values of power holder. This kind of culture have more belief in individuals rather than committees.

2. Task culture:

This kind of culture is only concerned with the completion of objective or task. In this culture the teamwork is of paramount importance. This is based upon expertise and latest information because this culture is most in tune with results. But this culture is not safe enough when their resources become restricted and forced it to become power or role oriented.

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3. The role culture:

He defined this culture as a Greek temple, where the apex of temple shows that part of organisation where the decisions making take place, and the pillars reflects the different functional units of organisation where the implement of decisions comes practically from the apex. This culture depends upon logics, reason and impersonal systems and procedures rules behaviours. The coordination and communication is often by narrow band of senior staff. According to handy this culture is suitable in company as it is not subject to invariable change it works well in steady-state environment.

4. The person culture:

This culture always focused on the individuals and their needs. This is the type of conformity model of management. This is the formalised structure which intend to fulfil the needs of individual. According to Handy if organisation adapt this 10 | P a g e

kind of culture that will reject formal hierarchies for getting aims or objectives and solely exit to meet the needs of its team members. This culture is suitable for self help groups but not suitable for business organisation.

Methodology:
Methodology is the body of practices, rules and procedures used by those who engaged in an inquiry. This is the set of working methods. Methodology is classified into three methodologies; Interventional, in this method a researcher needs to gather the data about the situation or problem. In this method researcher needs to gathered data by two ways, one is true interventional research which is divided into two groups, control group and interventional group. Control group is not subjected to changes but the other is subjected the changes. When both analysed after their interventional changes they can be qualified to the intervention. This type of methodology mostly works in clinical situation. Second is called Quasi interventional research this form is used in management research where the management undergo a competence measurement

Non-interventional, this kind of research is related with the observational study which involves gathering data and analysing data about the problem without making the changes to that situation.

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Action research, it is a problem solving techniques which involves planning, action and indication on the results of the action.

In current research proposal non-interventional research methodology amplified due to lack of time period. For this purpose of data collection for the research situation in which we need to find out the answer of these questions; Which kind of problems the BlueSky Ltd is facing? What are the major impacts of this organisations structure? What are the major effects of its practicing culture? How find out the relevant research for the current situation of the BlueSky company?

Data Collection :
To find out the answer of the relevant research or the research question we gather the data through; Qualitative (questionnaire) Quantitative (interviews) Internal documents (books) External documents (internet research)

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Action Plan and preparations:

For meet the all requirements of my research proposal I need to draw up my plan to know how I can manage my research activities before the time limit. And it helps me to reduce the all risk of overlooking some important activity, maximum and minimum availability of time.

Schedule of project Activities:

Activities Enlightening proposal Literature review Data collection Data investigation

Starting date 28 October 2010 03 November 2010 09 November 2010 15 November 2010

Ending date 02 November 2010 08 November 2010 14 November 2010 20 November 2010

Written form Conclusion and revised look

21 November 2010 27 November 2010

26 November 2010 29 November 2010

Submission date is: 30 November 2010

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Assessment part B:

Findings:
According to the discussion in introduction section we could analyse the current situation of the BlueSky Ltd, that which type of structure and culture it is practicing. According to this scenario the BlueSky structure is informal, centralised and entrepreneurial which is one man band, means one person is holding all decisions, having his own all assets, gain all profit and hold all the liability. As concern with its current culture we found that is task culture and if we see at our literature review, according to Charles Handy we found that task culture is concerned with only the completion of task and management do not concern with how it will be complete.

Findings of external and internal data:

After knowing this current condition, if we look at the theories of different well known literary thinkers we came to know that an organisation need to adopt that type of management structure and culture which make its working smooth and right according to its requirement. According to Mintzbergs theory, he introduced the best organisational structure to be practice for an organisation which have top management to make the decisions then middle line staff or managers who connect the link between strategic apex (top managers) and operating core (employees).

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Frederick Taylor introduced four principals of good scientific management. And we find out that the managers should reward their employees for good teamwork to organise the work spirit and they should also work along with their staff in cooperative manner. Henry Fayol also gave us the good guideline to establish the consistence and good management in organisation. A management of any organisation first make plans for future then deliver that to different working departments, give them instruction to meet the objective, equally do efforts with staff then monitor the all aspects that either they are meeting the tasks or there is any need of change. This monitoring method of supervision updates the managers step by step about the all situations of their task coverage which make them able to meet the all levels of their required satisfaction and also helps to complete the task before or at its time limit.

Findings of Qualitative and Quantitative:

As we collect data from questionnaire and interviews, we found the highly percentage of majority strongly agree with the need of change in BlueSkys organisational and management structure and its practicing culture. There was total 45 numbers of total employees including 15 admin staff. We visited there and get the interviews of 10 of employees with questions of current situation. And we also get the data by filling a paper of questionnaire from 10 employees of BlueSky Ltd. After that we became able to get these results;

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RESULTS OF QUALITATIVE AND QUANTITAVE DATA:

The topics or opinions which included in interviews and questionnaire. There should be cultural change in BlueSky Ltd? Structure was not smooth? 45% Managers are not much qualified to handle the organisation? Lack of motivation? teamwork and 5% 10% 5% 12% 2% 21% Percentage of agree employees

Wide Communication gap between managers and employees? Need necessary changes in way or method of working? Lack of management support?

So we can find out most of the people are in favour of changing the need of BlueSkys organisational structure which follows the Entrepreneurial and its culture as well which is Task Culture.

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Conclusion or evaluation:
After a brief and detail study on this research proposal we can conclude that what factors effects on BlueSky Company that it could not run smoothly after finally it decided to merge with another commercialised company? Why the employees could not meet the all requirements to complete their tasks? And why managers could not handle the all situations and started fire-fighting with each others? And how an organisations structure and culture effects on its rules, procedures and beliefs? After investigation the all research and data it proved that the entrepreneurial structure of BlueSky company did not work in its favour and due to centralisation there was a big communication gap between managers and employees which caused delay in delivery of instructions and completion of task as well. And it created a lot of work load and employees got frustrated and started conflict. Due to lack of cooperation and support of management with their employees the managers could not control the situation and could not get their requirements due to over load of work they also started fire-fighting. For solve this kind of situation an organisation should be follow a functional structure or the structure defined by Mintzberg, Henri Fayol and Frederick Taylor. And an organisation should have these principals in its management and structure; The decisions should be made by top management.

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There should be a middle line management who keep link between top to bottom which reduce communication gap.

Managers should be supportive with their staff. There should be different functional units in an organisation with its own leader, it helps in reducing the work load.

After deliver the instructions managers should cooperate their staff and monitor the all work by their own selves rather than waiting the results by sitting in their offices.

There should be support staff and technostructure, certain regulations and rules should followed by the organisation.

As concern with the BlueSky culture we found that it had task culture where the employees are only concern with the completion of task and mangers needs only results no matter how their employee over come with that. In this culture every task completed by indivualy. So there is the need of changing in this type of culture as well which impacts badly on BlueSkys performance. Charles Handy introduce the Role culture which depends upon the procedures and logics. There should be top management to make the decision and deliver them to different functional units of organisations. So there should be different working units in organisation to maintain the less work burden on every individual employee. And this culture helps to work for steady-state environment. Now it proved that an organisations structure and culture effects on its rules, procedures and beliefs.

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References:
Mintzberg(1979), available on www.provenmodels.com ( Accessed 03 November 2010). Frederick Taylor (1911), available on www.iris,nyit.edu (Accessed 03 November 2010). Henry Fayol, available on www.suite101.com (Accessed 04 November 2010). Charles Handy(1978) Gods of Management: The changing world of organisation also available on www.flipkart.com ( Accessed 04 November 2010).

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Contents

Topics

Pages No

Introduction..........................................................01 Research Proposal...................................................02 Literature Review....................................................03 Methodology...........................................................11 Data Collection........................................................12 Action Plan and preparation......................................13 (Assessment Part B) Findings (external and internal data)..........................14 Qualitative and Quantitative findings............................15 Conclusion or Evaluation............................................17 References..............................................................19

Samples of Questionnaires and interviews......................20

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