An organisational structure outlines the nature of completing activities, how the management directs the completion of those activities and information flow to enhance the achievement of organisational goals and objectives. There are different types of organisational structures depending on the type, size and business engagement. Structures are evaluated an organisation’s specialisation, the nature of power distribution, the shape of the organisation, and the organisation into different departments.
Organisational systems are determined by the policies, procedures and engagements towards creating organisational impacts. The open systems at work enhance interaction between the organisation and the environment where it operates. Information can be shared across departments in an open organisational system. Closed systems, on the other hand, limit communication and sharing of information across organisational departments. There is no input or external influence received in a closed system, and the people need to focus on the specified processes and procedures.
People practices can improve employment effectiveness by engaging BMC employees in the organisational structures and open systems to share information and get involved in decision-making. This enhances positive employment relationships at work, which also translates to good management. Managers at BMC need to be transparent and create a collaborative workforce, which is essential in determining the nature of the social organisation. Adequate consideration of the suitable systems in an organisation determines management’s ability to organise opportunities to develop employees and increase their knowledge and skills to perform (Ahammad, 2017). Managing workers in a closed system might be a challenge to the management as employees are expected to only interact with their colleagues without having any external influence
Technology has an impact on people as it assists people in completing complex tasks. Technology has been changing the nature of work more regarding the emergence of big data and the increased rate of adapting to digitalisation trends. People professionals need to understand the different forms of technologies, including artificial intelligence, robots, and automation, in enhancing the completion of work roles and responsibilities.
Technology has enhanced virtual communication, especially in the era where employees are working flexibly due to Covid-19 impacts. According to Zehir, Karaboğa, and Başar (2020), technology has led to a revolution in the people professionals functions, which has enhanced the relationships between data and people skills to improve HR functions and performances. Technological machines have been the source of support to people professionals as they deliver organisational goals and objectives. The technologies create real-time solutions to some of the challenges and problems that employees face at work. They also increase work accuracy, creating a better platform for making the right decisions at work. Technologies also reduce employee workload, which enhances improved working practices (CIPD, 2020).
There are, however, challenges that the people professionals may experience as they use technologies in their workplace. In some instances, conflicts arise between the workers and technologies to deliver value and accomplish work tasks. The reasons for the conflicts are that humans or workers may consider taking a different approach to resolving issues at work. However, technologies function to solve problems in a specific way. With such conflict or collusion, the people performances may reduce, resulting in challenges that may impact the general organisational performance (Mohdzaini, 2021).
Ahammad, T. (2017) Personnel management to human resource management (HRM): How HRM functions. Journal of Modern Accounting and Auditing, 13(9), 412-420.
CIPD (2018) People managers’ guide to mental health, available from https://www.cipd.co.uk/Images/mental-health-at-work-1_tcm18-10567.pdf
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