Organizational Culture And Structure Of Flight Essay

Questions:

Using relevant theories, Explain how the Organisational Culture and Structure of Flight Centre are Intertwined.

Answers:

Introduction

The organizational culture implies an entire multifaceted phenomenon comprising of beliefs, values, symbols and general presumptions pooled by the people of the organization. An organizations structure is the style in which an establishment arranges its employees, resources and management in order to attain its goal. Possessing aforesaid traits, the organizational culture has an intensive and wide impact on the trade of an organization. It monitors therefore, that technique should be ascertained primarily, abided by the organizational structure. Graham Turner designed the organization as families, villages and the tribes. This manuscript will demonstrate the concept of organizational culture and structure along with the personae of establishment culture. Far ahead it will deliberate the structure and culture in Flight centre and also evaluate the way in which culture is intertwined with enterprise structure.

Concept of Organizational Culture and Structure

Culture is substantial since it is latent, powerful, and usually unconscious group of power that ascertains individual and group behaviour, values, thought patterns and ways of comprehending. Organizational culture specifically is significant since cultural components ascertain goals, modes of operandi and strategy (Mats, 2013 ). In order to make establishment more effective and efficient, management should comprehend the character that culture performs in organizational life. It has been observed that though it is seems simple to monitor what occurs in an enterprise, a consideration of culture assists to elucidate why incidents happen (Elizabeth Kummerow, 2014). Primarily, the culture safeguards an elevated level of collaboration amongst employees. Secondly, culture can abridge decision making and the execution since communal shared values and beliefs offer members of the organization a consistent array of basic preferences and assumptions. Thirdly, culture can instigate sound and effective communication. Moreover, they also offer outlines for a distinct interpretation of obtained messages.


Literally, the phrase organizational structure implies the map demonstrating the several positions within an establishment. Organizational structure merely is the set of integrated and interrelated components making up an arrangement, which is self-ruling on its own, mainly malleable and which can be restructured or even, destructed into a fresh system over the period (Bhatia, 2008). Structure assists employees in the establishment to work together efficiently. Structure exhibits how accountability and power, external and internal, function within the establishment; it ascertains how accountabilities are distributed and entails efficient involvement (Aquinas, 2008).

Every establishment requires outlined communication channels, responsibilities and agreed procedures. The most preferred divisions are functional or departmental groupings. Arrangement should reflect the prototype of reporting associations. The selection of structure will rely on numerous elements comprising the organizations mission, function, culture, persons involved, size and its budget.

Structure and culture at Flight Centre

Building an affirmative workplace culture begins with nurturing admiration with and amongst people (Graham Hubbard, 2015). Flight Centre aspires to actively boost a corporate culture that assists diversity in the office, in the arrangement of its senior management and Board and entire Flight centre group.

The organizational model of Flight centre is team based; lean and simple ( Flight Centre Pvt Ltd, 2017). Graham Turner, the Originator of Flight Centre Ltd. backs that peoples are intensely wired to function in small segments within large segments. To comprehend this distinct model the four traits of organization design complication, officialization, monopolization and synchronization can be applied (Stephen Robbins, 2013).


Complications denote the mode in which the firm is fragmented into quite a few group roles or individuals, units and divisions each with its discrete responsibility and tasks. Vertical differentiation reflects the counts of hierarchical stages in an establishment .The operation level at Flight Centre comprise retail shops. Every shop includes 3 – 7 people active on one produce which is entitled as family. The area or a village embraces 7-10 family units in one terrestrial sector. The tribal realm is a group of 3- 4 rural community. Each tribe is a rare creation; product encompasses corporate traveller, student flight and Flight Centre. In horizontal distinction, and diverse segments of the establishment become focussed on distinct activities to enhance efficiency. All stores of Flight centre sells same services although the names are disparate which crafts it effortless to commune among family units and coordinate activities.

Officialization signifies to the degree to which policies, procedures, rules, regulations and job description administer the functioning of an enterprise. Despite the fact that Flight centre has flat blueprint, it has 3 grades s (tribe, village and family) which exhibits there are grading inside the model.

Monopolization expresses the extent to which decisiveness is stanch at one thrust in a firm. The realm procures amenities for villages and families. Nonetheless, at Flight Centre at hand does not ensue to be centralized supremacy of the headquarters.


Synchronization is unification of activities of particular units headed for common goal. In Flight centre, programmed coordination is communal .A head office group synchronizes marketing and administrative services.

The outline projected by Henry Mintzberg proposes that each establishment has five constituents. At Flight Centre the bottommost operative core designates the companions of the family, co-workers who implement the structural work of dispensing the facilities or retailing. The strategic apex is indicted to assure that the enterprise accomplishes its mission. At Flight Centre, there is distinct style of allocation of power where entire rights are not afforded to the tribes. Even so, the tribal office is the axis that regulates the brands that is the retail outlets. Every retail shop or family has a supervisor who bonds the strategic apex to the operative core. The techno structure of the family encompasses, the HR, marketing, SWOT groups and IT fellows who enclose the accountability for affecting forms of regularization in the organization.

Figure: Mintzberg’s five elements of the organization

In Flight Centre, the strategic apex exhibits to be more prominent over other attributes. The model of the Flight centre may perhaps be contemplated flat since it merely has 3 ranks and the operative core accounts to their subsequent managers. Few benefits embrace clear accountability and flexibility to retort to the concerns of the patrons (Schermerhorn, 2011). Formulating ruling at the Flight centre exhibited to be narrow. The tribal nation takes decision context to managing the technical issues. The tribal nation offers brands and other staff assisted services to the families and villages. Furthermore, shop supervisors take pronouncement at the family phase though the travel counsellors are empowered.


Further, Flight centre has added a likeness of a strategic apex contemplated there also surfaces some hotchpotches. The Flight centre owns more than 800 retail outlets globally and every year 150 plus outlets are enhancing, the functioning could be more perplex as it may have greater families, tribes and villages which might make communication and coordination blockages (Schmidt, 2017). Furthermore, few powers are disseminated from the tribal nation-state, such authorities comprises purchasing products from vendors. When enterprise becomes huge and physically decentralized, it necessitates folks with specialized competence and knowledge to take care of problems and eliminate waste (Lockyer, 2008).

Conclusion

Flight centre is finely placed to move ahead with industrial changes. The entire program is laid on the notion that folks perform best in their selected ambience within the bigger establishment rather than attempting to shape them into the organizations sculpt .Amongst triumph elements is the fact that they constantly comprehend and embrace ingenious human resource management exercises and strategies to uphold that benefit. Social expertize that is necessitated by the IT authorities involves concentrating to errors 24*7 since flight centre is global establishment where they encounter with ticketing and travelling. Since workers are fixed up in diminutive unit like families, it offers them uniqueness where they pertain. It could also develop intimate connections inside family and also provide leader a strong image of the competencies of the individual employee. Likewise, produces more effective decisions.

Bibliography

Flight Centre Pvt Ltd, 2017. Flight Centre. [Online]
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Aquinas, P., 2008. Organization Structure and Design. New Delhi: Excel Books.

Bhatia, S. K., 2008. Managing Organizational Behaviour :People Skill for Sucess. New Delhi : Deep and Deep Publications Pvt Ltd.

Elizabeth Kummerow, N. K., 2014. Organizational Culture :Concept ,Context and Measurement. Volume 1 ed. s.l.:World Scientific.

Graham Hubbard, J. R. P. G., 2015. Strategic Management. 5 ed. Australia : Pearson Publication.

Lockyer, T. L. G., 2008. Global cases on Hospitality Industry. s.l.:The Haworth Press Taylor & Francis Group.

Mats, A., 2013 . Understanding Organizational Culture. London : Sage Publications Ltd.

Mintzberg, H. (1992). Structure in fives: Designing effective organizations. Upper Saddle River, NJ: Prentice Hall.

Mintzberg, H. (2009). Tracking strategies: Toward a general theory of strategy formation. New York, NY: Oxford University Press.

Schermerhorn, J. R. D. P. S. W. &. C., 2011. Management. Wiley: Milton .

Schmidt, L., 2017. Flight centres graham turner and cofounders are flying high. [Online]
Available at:
[Accessed 25 August 2017].

Stephen Robbins, T. A. J. B. M. M. B., 2013. Organizational Behiaviour. Australia: Pearson.

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