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Organizational structure

Organizational structure set within the context of socio-technical arrangements was extremely important for Telebank since the platform of the organization relies on the contributive and complementary relationships between its human capital and its technological systems. The organization was structured horizontally, veering away from a rigid structure of bureaucracy. Members of Telebank’s human capital each carry out separate roles that do not extend beyond the job specifications of other personnel.

This justifies the flat structure of Telebank. The work process is direct and rigid, which necessitates the unswerving accomplishment of work tasks and objectives. For instance, personnel who take calls follow specific protocols in handling the questions and concerns of clients. The talk time between the call center agent and the client is limited, the behavior of call center agents and Customer Service Representatives are thoroughly guided based on set values and standards of ethical conduct, and so on.

Under these pretexts, the nature of work that Telebank personnel need to accomplish qualifies under the specifications of organizations as machines. (Callaghan, 2001) The above presumption on Telebank’s qualification as a machine-like organization is rooted on the controlled and guided mechanism that its human capital are instructed to follow and its technological systems are

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programmed to carry out. Telebank’s technical system is made up of computer and communication networks that were programmed to direct personnel actions and responses to client needs.

In addition, the organization relies on the knowledge, skills, and competencies of its human capital, which make up the social system of Telebank to handle practical, technical, social, and behavioral concerns to provide for the concerns and demands of the organization’s clients. In order to ensure that the functions and responsibilities of Telebank’s technical and social elements are accomplished, the organization exercises control over them through bureaucratic means.

The existing technological facilities of the organization are thoroughly evaluated in order to determine required improvements or developments to enhance technical services being provided. In addition, technological facilities are utilized to evaluate work processes from the overall performance of the organization and the individual performance of its personnel. By controlling the technological facilities of the organization, Telebank is able to determine how its services and overall structure is to be further developed.

On the other hand, the social system of the organization is managed under a bureaucratic environment led by leaders who initiate programs and activities that enhance the cognitive and affective faculties of personnel. (Callaghan, 2001) In the process, Telebank is able to prepare its human capital to face the demands and challenges of the work processes under a call center environment. Conclusion

Based on the organizational structure and environment of Telebank, we realize the relevance of structuring organizations based on a socio-technical system that builds on the machine-like characteristics of an organization. Although it generally applies to all organizations since they constitute social and technical systems, the socio-technical approach to developing the organization as a machine is most relevant in organizations that primarily rely on the capabilities of its social and technical systems, such as call centers, accounting and banking facilities, and such.

In addition, it is most significant to organizations with a rigid and direct work process as opposed to organizations that run based on progressive, adaptive, and innovative developments. By and large, the concept of a socio-technical system as an organizational metaphor is beneficial and useful in gaining knowledge about how organizations are to be structured and in choosing systems that are efficient based on the work environment and processes inherent within an organization.

Either way, socio-technical systems is a basis for evaluating or assessing the structural demands of an organization and choosing which system applies best to the needs of the organization. Under these pretexts, it should then by applied judiciously based on the characteristics or features of an organization. References Callaghan, G. (2001) Socio-Technical Systems And Call Centres: A Case Study Investigation. ESRC End of Award Report. R000222799. Open University. Retrieved 24 April 2009, from http://www.

data-archive. ac. uk/doc/4606%5Cmrdoc%5Cpdf%5Cq4606uab. pdf Cliffs Notes (N. D. ) Concepts of Organizing. Retrieved 24 April 2009, from http://www. cliffsnotes. com/WileyCDA/CliffsReviewTopic/Concepts-of-Organizing. topicArticleId-8944,articleId-8876. html Cliffs Notes . (N. D. b). Five Approaches to Organizational Design. Retrieved 24 April 2009, from http://www. cliffsnotes. com/WileyCDA/CliffsReviewTopic/Five-Approaches-to-Organizational-Design. topicArticleId-8944,articleId-8882. html

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