Table of Contents

Culture and Structure. 3

Teamwork. 5

References. 7

Executive Summary

The success of an organization can only be achieved with a well-designed structure and a well developed culture. Both the aspects are regarded as necessary for improving the performance of a firm. However, structure and culture are of different types. The organization structures are to be selected accordingly to the culture. The automobile manufacturer, BMW has integrated a mixture of product-based, functional and matrix structures. However, the firm has implemented a set of person and task culture due to which they focus on both employee development and customers’ satisfaction.

Apart from this, it has been depicted that working in teams help gain fruitful success as compared to individual work. However, management of team is complex which can also be catered by Tuckman’s model of team development which comprises of forming, storming, norming, performing and adjourning. Thereby, BMW develops self-managing teams which has enabled the firm to innovate and improve the quality of their products. However, a number of difficulties also occurs which can be catered by effectively utilizing the Belbin’s model of team roles. In particular to this, technology have also contributed a lot to the teamwork, hence team members can now efficiently communicate, interact and share information.

Culture and Structure

The term organization is defined as a management structure linking a group of people with diverse cultural backgrounds who are assigned with various roles and responsibilities to perform different tasks. Thereby, culture and structure are highlighted as the main attributes of a firm (Zheng, Yang and McLean, 2010). In consideration to this, structure plays a vital role in an organization which can be highlighted as a relationship between the different departments of a firm. Hence the main purpose of organizational structure is to distribute the organizational activities to various subunits in a firm (Jones, 2010).

There are different types of structures which can be adopted by the organizations. Thereby, the types include functional structure in which the departments are divided accordingly to their function. Moreover, the other type that is product based structure is separated by products, activities, projects or geography. Another type of structure is geographically based in which every functional department’s forms a unit to serve a specific region. One more type is known as matrix structure in which teams are formed to accomplish the tasks of a firm. However, in network structures, the operations are outsourced and connected. Other types include centralized and decentralized structure which is based on the authority of decision making provided at only higher or to all levels (Jones, 2010).

In particular to this, the example of BMW can be quoted. BMW is a German automobile manufacturer of luxury vehicles, motorcycle and engines. The company is also listed as number 1 reputable company all over the world by Forbes (Shafee, Kasturwar and Nirupama, 2010). The organizational structure of BMW is thereby a mixture of product based, matrix and functional structures. Thereby the departments are divided accordingly to the functions of legal affairs, corporate audit, corporate and governmental affairs, group reporting, organizational development and corporate HR. Apart from this; the project based structure is used for purpose of research and development or introducing a new vehicle. However, teams are developed at the lower level of the organization to accomplish small tasks (Raisch, 2008).

Simultaneously, culture is also regarded as one of the significant feature of a firm. Culture, therefore, is defined as a set of assumptions, values and beliefs which administer the ways in which the people behave. Moreover, organizational culture is important as the shared values strongly impact the ways in which the people working within the organizations interact with in as well as outside the firms (Schein, 2010). The organizational culture is also divided into different types by Charles Handy. In the power culture the overall control is triggered by the most powerful person in the firm. Moreover, in role culture the individuals tend to focus on the particular role provided to them. In tasks culture, the teams are made who work on specifics tasks. However, in person culture, individuals are perceived to be the main asset of the firm and can choose their role according to their will (Alvesson, 2012).

The culture of BMW is thereby a mixture of person and tasks culture. The organizational culture of BMW is the most unique one which focuses on providing value to employees as well as to the customers. Thereby, the individuals are promoted accordingly to their skills and are offered to contribute unique ideas for the success of the firm. However, the tasks assigned are also to be accomplished by the employees on the specific time provided (Lukas, Whitwell and Heide, 2013).

There is a strong relationship between organizational structure and its culture; thereby it has been identified that the culture of a firm cannot stand without an organizational structure. However, culture also influences the structure as the structure is built on the end idea which results from the decision made as to what the culture of the firm will be (Harper, 2015).

It has been depicted that a well developed culture and well designed structure collaboratively, can lead a firm towards success. Thereby, the performance of an organization can be improved by making effective changes in the culture and structure of a firm. Moreover, by understanding the structure and culture, the decision makers can make much better decisions (Jones, 2010). Subsequently, it has also been determined that if the two aspects of culture and structure are highly focused then it may be easier for a firm to attract the customers as well as to maximize the competition. Hence, the culture of an organization have a great impact on its structure and by focusing on both the aspects, a firm may implement change without incurring problems (Alvesson, 2012).

Teamwork

A team is defined as a set of people who work collaboratively to accomplish a particular task assigned to them. Thereby, individuals from every department or different skills are included in a team to work on a specific task. Teamwork, therefore is depicted to result in the improvement of organizational performance, reduces the production costs, improves product quality, maximizes the flexibility of work, introduces new technologies, and helps solve work related problems. Moreover, the flexibility to adopt change also increases due to teamwork. Therefore, teams play a vital role in the success and proper management of an organization (Sonnentag and Volmer, 2009).

There are various types of teams which can be formed by the firms to concur the developed goals. Thereby the common types are formal, informal, self-managing and virtual teams. However, in an organization the types of team formulated are advice teams, action teams, project teams and production team. The advice teams facilitates decision making and suggest information to the management, whereas the action team implement performances which are repeated under new conditions. Apart from this, the project teams include employees from different departments to work on a particular project. However, the production goals are to be achieved by production teams (Dale, Van der Wiele and Van Iwaarden, 2007).

In particular to this, it has been studied that the organizations use Tuckman’s model of team development to build effective teams which helps in the development of organization. The model suggests that development of a team is divided into five phases which are forming, storming, norming, performing and adjourning. Thereby at the initial stage of forming, the members learn about the tasks to perform. Moreover, in the second stage of storming the conflicts may occur which are then resolved in the norming phase. In the fourth phase of performing, the members are motivated and the final task is performed. In the end the team members are then separated in the adjourning phase of team development (Bonebright, 2010).

It is because of teamwork that the company BMW enjoys leadership principles of cooperation, self-responsibility, self organization and providing orientation. The teams are provided with effective training by the company which enables the members to make decisions. The teamwork strategy has enabled the firm to bring innovation in their products as well as helped the company to improve the quality of its brand. However, the company also faced difficulties of diversification of cultures as it operate globally. But by building cross-functional teams, the company has concurred to overcome the complexities of diversified culture. Moreover, it can also be stated that cross-functional teams are likely to come up with more unique set of ideas (Murray, Poole and Jones, 2006).

The problems which may occur in teamwork can be avoided by implementing the model developed by Belbin. It has been identified that the success of a team depends on the behaviour of the members. Moreover, according to Belbin, each team member must be provided with clear responsibilities which are highlighted to be influencer, coordinator, shaper, plant, resource investigator, monitor-evaluator, team worker, completer and specialist. Moreover, the members should determine their role within a team. This model helps in developing more balanced teams. Thereby, this model is used to make sure that the significant team roles are covered. This model also helps in determining the potential weakness of the members and ensures that the weakness of the members is effectively addressed (Chong, 2007).

In particular to this it has been studied that technology also plays a vital role in team functioning. Thereby, it is because of technology that the most convenient platform has been introduced through which information can be shared that is internet. Moreover, the members can also communicate via internet (Choi, Lee and Yoo, 2010). No boundary of geography or time may impact the communication of a firm which has been only possible by the development in technology. Technology also increases efficiency of the teams that is they may use new machines or new software to speed up their work. Hence, time consuming tasks can be completed within less time with the help of technology. The organization can also use technology to operate effectively. Thereby, technology can be used to gain competitive advantage and employee turnover and absenteeism can also be minimized (Mills and Smith, 2011).

References

Alvesson, M., (2012). Understanding organizational culture. Sage.

Bonebright, D.A., (2010). 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), pp.111-120.

Choi, S.Y., Lee, H. and Yoo, Y., (2010). The impact of information technology and transactive memory systems on knowledge sharing, application, and team performance: a field study. MIS quarterly, pp.855-870.

Chong, E., (2007). Role balance and team development: A study of team role characteristics underlying high and low performing teams. Journal of Behavioral and Applied Management, 8(3), p.202.

Dale, B.G., Van der Wiele, A. and Van Iwaarden, J.D., (2007). Teams and teamwork. Managing quality, pp.510-530.

Harper, C., (2015). Organizations: Structures, processes and outcomes. Routledge.

Jones, G.R., (2010). Organizational theory, design, and change. Upper Saddle River: Pearson.

Lukas, B.A., Whitwell, G.J. and Heide, J.B., (2013). Why do customers get more than they need? How organizational culture shapes product capability decisions. Journal of Marketing, 77(1), pp.1-12.

Mills, A.M. and Smith, T.A., (2011). Knowledge management and organizational performance: a decomposed view. Journal of Knowledge Management, 15(1), pp.156-171.

Murray, P., Poole, D. and Jones, G., (2006). Contemporary issues in management and organisational behaviour. Cengage Learning Australia.

Raisch, S., (2008). Balanced structures: designing organizations for profitable growth. Long Range Planning, 41(5), pp.483-508.

Schein, E.H., (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.

Shafee, M., Kasturwar, N.B. and Nirupama, N., (2010). Study of knowledge, attitude and practices regarding biomedical waste among paramedical workers. Indian Journal of Community Medicine, 35(2), p.369.

Sonnentag, S. and Volmer, J., (2009). Individual-level predictors of task-related teamwork processes the role of expertise and self-efficacy in team meetings. Group & Organization Management, 34(1), pp.37-66.

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.763-771.