HCS370_Week_4_paper.docx Organizational Structure HCS/337 Organizational Structure Organizational structure can be a very complex evolving thing, and its impact on organizational behavior can be hefty. The structur
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HCS370_Week_4_paper.docx Organizational Structure HCS/337 Organizational Structure Organizational structure can be a very complex evolving thing, and its impact on organizational behavior can be hefty. The structure itself can have a profound affect on employees and their motivation, thus affecting their productivity and other job performance. An example of effective application structures would be, a clear concise hierarchy such as a functional structure, when all responsibilities and/or job descriptions and titles are lined out for all to see, it tends to have a positive affect on the employees and breed positive organizational behavior. œFunctional structure with employees working in departments based on their roles and responsibilities. (Borkowski, N. (2015). Organizational behavior, theory, and design in health care (2nd ed.). Jones & Bartlett Learning.) Although the organizational behavior is subject to change based upon individual attitudes, having a guideline to refer to can cut down on confusion. Conversely, an ineffective application would be to take the same structure but then to favor certain employees or only have regulations for certain groupings of employees such as new hires or senior employees. Communication is a vital piece of any organization, and learning effective communication is a skill that must be practiced. Effective communication can positively impact organizational behavior by keeping the employees aware of who is completing what task and where they are in the end. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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