MGT501 MOD1 CASE1-Organizational Structure and Behavior

MGT501 MOD1 CASE1-Organizational Structure and Behavior -...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Running head: AN IPO FOR AVAYA 1 An IPO for Avaya TUI University January 21, 2011
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
AN IPO FOR AVAYA 2 An IPO for Avaya Organizational structure has a significant effect on employees' workplace performance, innovation, motivation, leadership challenges, customer service, and behavioral conduct. Although organizational structure is not the main contributor to employee behavior, a well-constructed and plotted organizational structure can assist in diverting behavioral challenges, add efficiency to job performance, provide profitability, and assist in creating more effective and streamlined functions. Furthermore, one structure is not necessarily better than another in that a manufacturing company’s structural needs may be different from a corporate office’s requirements. Essentially, the organizational structure is contingent on the corporation’s intent and objectives, and should also be indicative of its employee base. Thus this paper will analyze behavioral issues associated with certain types of organizational structures. Accordingly, the organizational structure should be configured so that it is accessible and provides clarity in employees: i. Identify and provide recommendations on whether Avaya should use a traditional IPO or an online auction. ii. The type of investors Avaya is likely to attract. iii. The lessons learned from Google and Morningstar from their auction IPOs. iv. Advantages of each type of IPO. v. Costs and risks of each type of IPO. The company’s objectives are also critical in determining the appropriate organizational structure should be precise, clearly defined, stated, and understood by employees. According to a 2006 article, the authors focus on three organizational
Background image of page 2
AN IPO FOR AVAYA 3 structures to include functional, functional with horizontal matrix overlays, and the divisional structure (Anand & Duncan). The functional structure separates all departments (e.g., flight operations, human resources, etc.) in a distinct and traditional manner; whereas, the functional with horizontal matrix overlays provides more coordinated attributes and open lines of communication among departments. Essentially, the horizontal matrix overlay structure is set up so that employees direct work-related functions to their direct manager(s) and the manager(s) coordinate with other departments to complete tasks. For organizations requiring more dynamics in their structure the horizontal matrix is enhanced by combining both vertical and horizontal overlays. Usually authority is cross-referenced along with relevant departments and products. Alternatively, the divisional structure groups departments based on organizational dynamics and is often the company’s centralized function for
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 8

MGT501 MOD1 CASE1-Organizational Structure and Behavior -...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online