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Dissertation on Appraise Organizational Structural Contexts to Lead, Work

and Communicate Within and Between Organizations in a Physical and

Virtual Environment – Future Directions

Dr. Nancy Agens, Head,

Technical Operations, Tutors India

info@tutorsindia.com

In brief

You will find the best dissertation research

areas/topics for future researchers enrolled

in Engineering & Technology. In order to

identify future research topics, we have

reviewed the organizational structural

context. (recent peer-reviewed studies).

First, this article gives you an idea about

how to action plan for attaining the goals

of the organization. Then, this articles you

will know how to communicate within and

between organizations.

Keywords: organizational structure and

behaviour UK dissertation writing,

communicate, virtual environment research

proposal writing, physical environment

Physical environments are important

in promoting and limiting organizational

behavior. The construction and arrangement

of machinery, workspaces, environmental

controls, and facilities influences everything

from the effective manufacturing of

computer chips to the research and

development of new flavors of potato chips.

However, since physical environments tend

to include large objects, relatively fixed and

long-lasting structures and costly

installations, design decisions need to be

made carefully and provide a thorough

understanding of the effects of physical

environments on organizations and their

members (Elsbach & Pratt, 2007).

I. INTRODUCTION

There are certain criteria for setting up an

atmosphere that can facilitate virtual

teaming successfully including: providing

opportunities for interaction that can replace

those encountered in a traditional team

setting; providing feedback to team

members on each other's activities,

availability and job progress; providing

support to different work modes; and

providing an environment for team

members. Virtuality influences the form of

management systems that are set up to deal

with virtual teams when they start

deploying. Digital team leaders perform a

variety of functions within the organization,

mainly integrating team members into one

cohesive unit, tracking and maintaining

ongoing team performance continuously.

Strengthening project goals while ensuring

team roles are not in conflict with other

commitments of team members is also

identified as key. It is also seen as

imperative to establish clear procedures for

conflict resolution in order to avoid minor

disagreements between team members, as is

the need for virtual team managers to visit

dispersed team members to provide

evaluations and maintain contact. It is also

crucial that managers clearly define the role

of the virtual team in the context of the

greater mission of the organization,

including the limits of team scope and

responsibility (Chaudhari, 2010).

It is possible to categorize structural

factors into formalization, specialization,

hierarchy and authority, centralization and

Copyright © 2020 TutorsIndia. All rights reserved d 2

professionalism. The key contextual factors

for organizational types are: size of the

organization, technology, environment,

intent, mission, objectives, strategy and

organizational culture. There is also

engineering dissertation writing help for

computer science with best assistance for

physical and virtual environment.

For organizations, formalization can

be represented as a number of written

documents, such as specified procedures,

laws, regulations, job descriptions, and

policy manuals. All those documents

describe organizational activities and

behaviour.

The degree to which duties are

partitioned into separate jobs is known as

specialization. Each employee performs

only a small amount of similar activities and

tasks that are in their job description when

the specialization is high. Also, get

assignment writing guidance on

organizational structural contexts in a high

quality.

Hierarchy of authority can be

defined as a number of levels of

organization’s management. It can also be

defined as a control period, number of

employees under the control of one manager

or overseer. The hierarchy appears to be

shorter if the boss manages a greater number

of employees. When a limited number of

employees are managed by the boss the

hierarchy appears to be tall.

Centralization refers to the level of

hierarchy that has the power to make a

decision. Where decision-making process is

at the highest level, organization is

centralized. When decision-making process

is possible and occurs at lower levels of

hierarchy, then the centralization is a week

or the organization is decentralized.

Professionalism can be defined as

education level, as well as additional

education and training. It is calculated by

number of years of education for workers.

Contextual factors can be

categorized into: organizational size,

technology, environment, strategy, purpose,

mission, goals and organizational culture.

Organizational size may be defined

as a magnitude expressed in number of

organizational employees. Total sales or

total assets can be measured here.

Technology can be defined as

instruments, techniques, and actions used to

transform inputs into outputs. It concerns

how the organization actually manufactures

the products and services, and includes

things like information system, flexible

manufacturing, etc.

Environment contains all things

outside the organization’s boundaries.

Environment is a component that

organization cannot control, but it affects the

organization. It can be represented as an

industry we do business, government,

clients, suppliers and financial institutions

in.

Organizational goals strategy and

mission are elements that determine the

organizational intent of operation. Strategy

is described as action plan for attaining the

goals of the organization.

The culture of an organization can

be defined as a set of shared organizational

values, beliefs, understandings and norms.

Organizational culture is informal and it's

not written but it can be observed in

company stories, ceremonies, dress code and

employee engagement (Detelj et al., 2009).

According to Balance Theory, the

effects of the work system on the individual

are assumed to be mediated by the stress

load that is both physical and psychological.

These effects have influences on the quality

of working life, performance, strain and

health.

Environment: Ergonomists have

identified various aspects of the physical

Copyright © 2020 TutorsIndia. All rights reserved d 3

environment as stressors for work, including

noise, lighting, temperature, air quality and

layout of workplaces.

Task: Many of the so-called

psychosocial work factors fall within the

task element: job requirements (e.g.

perceived quantitative workload, work

pressure, cognitive demands), job content

(e.g. challenge, repetitiveness), machine-

pacing and job-control.

Technology: Failure to use the

technology leads to poor motivation, tension

and decreased performance. Anxiety over

job loss due to technology substitution

decreases motivation and raises tension. On

the other hand, when new technology is

properly applied, it can improve work

quality and use of skills, resulting in

increased productivity and efficiency with

reduced stress. The tools and technology's

physical properties can place physiological

loads on the employee.

Organizational factors: The

organizational sense in which job activities

are performed often has factors affecting the

motivation, stress and efficiency of

employees. The way staff are introduced to

new technology or some other transition,

and the organizational support they receive

— such as preparation and time to

acclimatize was related to stress and success

(Carayon & Smith, 2000).

Individual: The physiological and

psychological responses that the preceding

elements of the work system model should

produce are decided by a number of

personal factors. These include

temperament, physical health status, skills

and abilities, physical conditioning,

anthropometrics, prior experience and

learning, motivations, aspirations and

desires, but are not limited to.

Therefore, it can be seen that the

organizational factors play a crucial role in

fulfilling the need for fluid communication

both in internally and with the environment,

regardless of it being physical and virtual.

However, with the incorporation of these

factors the flexibility in managing and

communication can be increased by

generating useful knowledge at each level of

the organization. Also, when organizations

utilizes technologies, employees who work

in virtual environments avail greater benefit

in terms of sustainability and productivity

than the employees working in organizations

with physical environments. Further, these

organizational factors are significantly

important for enhancing the overall

productivity of both the physical and virtual

organizations.

REFERENCES

[1] Carayon, P. & Smith, M.J. (2000). Work organization

and ergonomics. Applied Ergonomics. [Online]. 31

(6). pp. 649–662. Available from:

https://linkinghub.elsevier.com/retrieve/pii/S000368

7000000405.

[2] Chaudhari, D.A. (2010). Benefits and challenges of

Virtual Organizations. [Online]. Available from:

https://www.researchgate.net/publication/281079578

_Benefits_and_challenges_of_Virtual_Organizations

.

[3] Detelj, K., Čalopa, M. & Pihir, I. (2009). Impact of ICT

on the structural and contextual organizational

elements: Case of the Varaždin County. Journal of

Information and Organizational Sciences. [Online].

33. Available from:

https://www.researchgate.net/publication/40624944_

Impact_of_ICT_on_the_structural_and_contextual_o

rganizational_elements_Case_of_the_Varazdin_Cou

nty/citation/download.

[4] Elsbach, K.D. & Pratt, M.G. (2007). 4 The Physical

Environment in Organizations. The Academy of

Management Annals. [Online]. 1 (1). pp. 181–224.

Available from:

http://annals.aom.org/lookup/doi/10.1080/07855980

9.