Many senior managers are attempting to implement large and fundamental changes in the behaviour and practices of their supervisors and subordinates across their firms today. Whereas only a few years ago, the focus of organisational structure transformation was limited to a small work group or a single department, especially at lower levels. The focus is now converging on the entire organisation, including numerous divisions and levels at once, and even the top managers themselves.
According to the Harvard Business Review, the shift in focus from small-scale to large-scale organisational change is a significant divergence from previous management thinking. For many years, change was regarded more as an evolutionary than a revolutionary process. The evolutionary concept expressed the belief that change is the result of a series of tiny adjustments, powered by time. Subtle environmental variables largely outside management’s direct control.
Need for change in Organisational Structure
The primary goal of a corporate restructuring is to implement a new strategy. A strategy lays out a plan for a company’s key resources to be used to achieve its strategic goals.
In recent years, an increasing number of senior managers have realised that partial adjustments are rarely helpful in combating the underlying tides of stagnation and complacency. That can sneak into a successful and expanding company. While inflexible and uncreative attitudes take time to form, they also take time to disappear, even when staff changes are frequent. Managerial behaviour that (a) is more oriented to the past than to the future. (b) recognises the obligations of ritual more than the difficulties of contemporary problems. (c) owes allegiance to department goals rather than general business objectives is most typically an indication of deterioration.
ROLE OF HUMAN RESOURCES IN EMPLOYEE ENGAGEMENT
HR’s position has evolved rapidly in recent years, with HR specialists becoming critical partners in the company’s management. They now have to collaborate with the company’s top management to figure out how to align HR activities with the intended organisational strategy. HR is now primarily responsible for staff management efforts. Essentially, the goal is to teach and develop all employees so that they can grow with the company. With cultural shifts becoming increasingly common in businesses. It is critical that HR supports these shifts and initiates innovation, breaking them free from their traditional administrative role.
HIERARCHY AND EMPLOYEE ENGAGEMENT
In a world of constant and uncertain change, an organisation must be one in which leadership is crucial. But a collaborative workplace where openness and creative freedom reign supreme above hierarchical barriers is even more important. This enables employee engagement, ownership, involvement, and impact, as well as innovation, creativity, and experimentation. There is a lot of autonomy, and everyone is in charge.
Employee engagement refers to employees’ ability to make decisions and contribute to the organizational structure success. They are highly involved in their work and are excited about their workplace.
Hierarchical organisation disempowered Employees. Employees are more motivated and engaged as a result of a flatter structure. Since they have more opportunity to participate in decision-making processes. Employees have more control over their work.
Job satisfaction rises when Employees are engaged. They are invested in the company’s success and show a high level of devotion and loyalty. Employees who are passionate about their work will go above and beyond to help the company succeed. Engaged Employees are more motivated, which leads to more innovation and creativity. Those who are engaged actively collaborate with one another. They keep an eye on each other as well as the organisation as a whole. They feel responsible for the outcomes of their job and the organization’s success.
Organisational Structure In Short:
Disengaged Employees are a liability for any company. Employees at the bottom of a hierarchical organisational structure may find it challenging to feel engaged. As a result, we must flatten the structure in order to improve employee engagement. We must empower and motivate employees – those who generate the organization’s wealth – to lead. And make independent decisions, which will encourage action, innovation, and creativity and employee engagement.