代写MBA作业参考-组织结构对员工态度的影响。本文是一篇MBA留学生作业写作参考，主要内容是讲述所有大型组织甚至小企业的问题都在于它们使用和合作的组织结构。资源有多有限，甚至员工的排名如何，他们应该如何在团队中工作，以及他们可以与其他员工建立什么样的关系。对员工对这些结构的反应以及他们在这些结构下的表现的研究可以表明，对于组织来说，为其所在的特定环境实施正确的结构是多么重要。当考察组织结构本身、员工绩效和态度、生产力、影响结构的因素、分散和集中等因素时，可以确定所选结构与员工绩效和心态之间是否存在任何关系。以下就是这篇留学生MBA作业范文的全部内容，供参考。
1 INTRODUCTION 引言
The problem with all major organisations and even small businesses are the organisational structure they use and work with. How limited the resources are and even how employees are ranked and how they should work in teams and in what type of relationship they can work with the other employees. The study of how employees react towards these structures and how they perform under these structures can show how important it really is for organisations to implement the correct structure for there specific environment the organisation is working in.
When looking at factors such as the organisational structures itself, employee performance and attitudes, productivity, the factors influencing the structures, decentralisation and centralisation, one can identify if there is any relationship between the structures chosen and employees performance and attitudes.
Employees attitudes and performance has an impact on how the organisation performs, and if every employee’s work is done correctly and if employees enjoy their working conditions. Now if a organisational structure has an influence on the performance and attitude of employees organisations should study these problems and make use of new structures to improve employees, to give them a productive and innovative working team to achieve the competitive edge and advantage.
员工的态度和绩效会影响组织的绩效，以及每个员工的工作是否正确完成，以及员工是否享受他们的工作条件。现在，如果组织结构对员工的绩效和态度有影响，组织应该研究这些问题，并利用新的结构来改善员工，为他们提供一个高效、创新的工作团队，以实现竞争优势和优势。
2 LITERATURE REVIEW 文献综述
Can organisational structure have an impact on employee attitude and performance? And why?组织结构是否会影响员工的态度和绩效？为什么？
Organisations strive to be the best competitor in the environment they are competing in, now if the structure they are using can have an influence on how employees are productive, they should examine this fact, productivity must be high for any organisation to achieve the competitive advantage. But if low can take the organisation down the drain.
组织努力成为其竞争环境中的最佳竞争对手，现在，如果他们所使用的结构能够影响员工的生产力，他们应该审视这一事实，任何组织都必须具备高生产力才能获得竞争优势。但如果是低水平的话，这家公司就会破产。
The organisational structure is the way of doing business, how each change is implemented and how each job description is made, how the communication of the organisation will work and the strategic plan to improve productivity.
组织结构是开展业务的方式，如何实施每一项变革，如何进行每一项工作描述，组织的沟通将如何运作，以及提高生产力的战略计划。
If one then take the elements of an organisational structure and examine them to see if it can make a difference in how work is done and managed. These elements are decentralisation, centralisation and levels of management, and these elements are the main foundation of any organisational structure. But how can the structure have an influence on the attitude and performance of employees? Peter Christensen has identified the main objective in the study of employee’s relationship with organisational structure. He said that Maslow’s theory of needs identifies the security and safety needs, and is safe to say that all employees who had security and safety in their working environment will have a positive reaction towards the management and organisational structure if coordinated correctly. How do we give employees security and safety in a working environment, one work on the attitude and performance of each employee. By examining this problem and illuminate it from working conditions one can have a structure that helps employees react better and work faster and harder. The main objective of the study is to identify and examine if this is true and why it is true (Wohner 2011).
如果一个人然后采取一个组织结构的元素，并检查它们，看看它是否能对工作的完成和管理产生影响。这些要素是分散、集中和管理水平，这些要素是任何组织结构的主要基础。但这种结构如何影响员工的态度和绩效？彼得·克里斯滕森确定了员工与组织结构关系研究的主要目标。他表示，马斯洛的需求理论确定了安保和安全需求，可以肯定的是，如果协调得当，所有在工作环境中拥有安保和安全的员工都会对管理和组织结构产生积极的反应。我们如何在工作环境中为员工提供安全保障，这取决于每位员工的态度和表现。通过检查这个问题并从工作环境中阐明它，我们可以建立一个结构，帮助员工更好地做出反应，更快、更努力地工作。这项研究的主要目的是确定和检查这是否属实以及为什么属实。
3 ORGANISATIONAL STRUCTURE DEFINED 组织结构的定义
Organisational structures is the coordination of a specific organisation’s individuals and team work. If an organisation coordinates the individual’s work they can achieve all goals and objectives set. A organisational structure is one of few tools an organisation can use to coordinate and manage all employees, because of the way it shows the different reporting relationships, cut out the “middleman” in the communication structure and identifies the employee’s actions and how they come together. All types of organisations can use structures, some differ from others but all structures have some advantages and disadvantages. Even though an organisation has the best structure it is not something the organisation should leave and not manage, some of the best structures have failed because of a lack of management and it is not the best suitable structure for the environment the organisation does business in (Carpenter, Bauer & Erdogan 2009).
组织结构是特定组织的个人和团队工作的协调。如果一个组织协调个人的工作，他们就可以实现所有的目标。组织结构是一个组织可以用来协调和管理所有员工的少数工具之一，因为它显示了不同的报告关系，消除了沟通结构中的“中间人”，并确定了员工的行为以及他们如何走到一起。所有类型的组织都可以使用结构，有些不同于其他组织，但所有结构都有一些优点和缺点。尽管一个组织拥有最好的结构，但它并不是该组织应该离开而不管理的东西，但由于缺乏管理，一些最好的结构已经失败，它也不是适合该组织开展业务环境的最佳结构。
4 EMPLOYEE PERFORMANCE DEFINED 员工绩效定义
Employee performance is a set of standards set out for each employee’s behaviour in his or her working environment. The specific criteria not only focuses on how the employee makes use of his time, by doing his work, but can be compared by some standards set out by the employer (Moore 2011).
员工绩效是为每个员工在其工作环境中的行为制定的一套标准。具体标准不仅关注员工如何利用时间，通过工作，还可以与雇主制定的一些标准进行比较。
5 EMPLOYEE ATTITUDE DEFINED 员工态度定义
Attitude is a set beliefs, values and feelings to make a person act in the way they do. But if used in the context of employee attitude, there is a bigger picture to the word attitude. There is several elements of employee attitude:
态度是一套信念、价值观和感觉，使一个人按照自己的方式行事。但如果用在员工态度的上下文中，“态度”这个词就有了更大的含义。员工态度有几个要素：
If a employee is interested in the job/work they are doing.如果员工对他们正在做的工作感兴趣。
If the employee doesn’t need to be supervised.如果员工不需要监督。
If the employee can plan ahead.如果员工能够提前计划。
If the employee has a positive outlook on the environment.如果员工对环境有积极的看法。
If the employee is contributing towards other work.如果员工正在为其他工作做出贡献。
6 PRODUCTIVITY DEFINED 生产力定义
“Productivity can be defined as the overall output of goods or services produced divided by the inputs needed to generate that output.” (Robbins & Coulter 2003: 527).
“生产力可以定义为生产的商品或服务的总产出除以产生该产出所需的投入。”
Some factors which can have a impact on productivity is: employee attitude, the owner (boss), health, working environment, working equipment, outsourcing and downsizing.
影响生产力的因素有：员工态度、老板（老板）、健康、工作环境、工作设备、外包和裁员。
7 TRADITIONAL STRUCTURE VS NEW MODERN STRUCTURES 传统结构与新型现代结构
By examining an organisations structure one can identify one of two management styles, these management styles indicate how the organisation is run and if employees perform better or worse. The two main styles are:
通过检查一个组织结构，我们可以识别出两种管理风格中的一种，这些管理风格表明了组织是如何运作的，以及员工的表现是好是坏。两种主要样式是：
A hierarchical management structures (traditional structure).分层管理结构（传统结构）
A flatter and more open “humanistic” management structures (New modern structure).更扁平、更开放的“人性化”管理结构（新的现代结构）
7.1 The traditional organisational structure 传统组织结构
Traditional organisational structure’s most common fact is that it shows the boundary between the management level and the lower levels (normal working employees). The only reason for this boundary is to show that management is first on the hierarchy and that all decisions has to be made by them. Whereas employees are seen as bottom dwellers and they are unimportant in their working environment, this however gives the management more stress and has an impact on the training and motivation for the rest of the employees. There then follows a reaction on employee attitude and how the employees act towards management.
传统组织结构最常见的事实是，它显示了管理层和下级（正常工作员工）之间的界限。这一界限的唯一原因是为了表明管理层是层级的第一位，所有决策都必须由他们做出。尽管员工被视为底层居民，他们在工作环境中并不重要，但这给管理层带来了更多压力，并对其他员工的培训和激励产生了影响。然后是员工态度以及员工对管理层的行为的反应。
The traditional structure has two levels:传统结构有两个层次
Level one: Managers 一级：经理
The three levels inside the first levels are:一级中的三层是：
1.1 Top management 最高管理层
1.2 Middle management 中层管理
1.3 Lower management 较低的管理层
Level two: Employees 二级：员工
This type of structure is very ancient and research shows that humans has used it from the start of humanity. However the structure is common it has some advantages and is most used if a group has to work together to find solutions for problems. This type of management style is used in armed forces and is also known as the military management style (Organisation Structure: the two main types 2011).
这种结构非常古老，研究表明人类从人类开始就使用它。然而，这种结构是常见的，它有一些优点，如果一个团队必须一起寻找问题的解决方案，则最常用这种结构。这种管理风格用于武装部队，也被称为军事管理风格。
7.2 The modern organisational structure 现代组织结构
The main difference between the new structures and the traditional structures is that there is no clear boundary between employee and management in the new structure, but as stated there is some boundaries in the traditional ones. This type of structure is more flatter and open and employees and management can be seen as equal persons aiming for the same goal. This gives employees the right to use their creativity and receives rewards for the work they have done. Rewards = satisfied employees = positive employee attitude = higher productivity.
新结构与传统结构的主要区别在于，新结构中员工与管理层之间没有明确的界限，但正如所述，传统结构中存在一些界限。这种类型的结构更加扁平和开放，员工和管理层可以被视为目标相同的平等者。这使员工有权发挥他们的创造力，并因他们所做的工作而获得奖励。奖励=满意的员工=积极的员工态度=更高的生产力。
Some aspects of modern structures are:现代结构的一些方面是
Individuals and teams who can manage themselves.能够自我管理的个人和团队
Employees become multi skilled.员工具备多种技能
Training investments increase.培训投资增加
Few status distinctions.很少有地位区别
More goals are achieved.实现了更多的目标
Employee security is higher.员工安全性更高
Outsourcing becomes more flexible.外包变得更加灵活
A more stable structure.更稳定的结构
8 TYPES OF MODERN ORGANISATIONAL STRUCTURES 现代组织结构类型
The six main organisational structures:六个主要组织结构：
Functional Organisational Structure 职能组织结构
Geographic Organisational Structure 地理组织结构
Product Organisational Structure 产品组织结构
User/Market Organisational Structure 用户/市场组织结构
Hybrid Organisational Structure 混合组织结构
Matrix Organisational Structure 矩阵组织结构
9 PROBLEMS WITH ORGANISATIONAL STRUCTURES 组织结构问题
Organisational structures can never show all of the links involved in the organisation.组织结构永远无法显示组织中涉及的所有链接
Communicating with other employees on different levels.与不同级别的其他员工沟通
Department conflict.部门冲突
Quality problems.质量问题
The time it takes on developing products takes longer.开发产品所需的时间更
Customer demands become to high for certain levels.客户的需求在一定程度上变得很高
Some organisations find it difficult to respond (Organisation Structure: the two main types 2011).一些组织发现很难做出回
10 THE FACTORS INFLUENCING THE CHOICE OF STRUCTURE USED 影响所用结构选择的因素
The size of the organisation: some companies will have a more intense chain of command and more levels in the hierarchy structure.
组织的规模：一些公司将拥有更为密集的指挥链和更高层次的层级结构。
How well the employees are skilled: a Matrix structure will be preferred if the company has a high level of skilled workers.
员工熟练程度：如果公司拥有高水平的熟练工人，则矩阵结构将是首选。
The style of leadership preferred: if owners wish to keep control they will use a narrow structure and some who wants employees to make own decisions will use a more wider structure.
更倾向于领导风格：如果所有者希望保持控制，他们将使用一个狭窄的结构，而一些希望员工自己做出决定的人将使用更广泛的结构。
Type of objectives set for the organisation: if companies want to grow faster they will need a wide structure.
为组织设定的目标类型：如果公司想要更快地发展，就需要一个广泛的结构。
External factors:Â if the world or country is in recession the organisation will need to cut some of the employees and change the structure from wide to narrow or make it more flatter.
外部因素：如果世界或国家陷入衰退，该组织将需要裁减一些员工，并将结构从宽改为窄，或使其更加平坦。
Technological changes:the development of administrative systems disables the layer of administration and the company will remove some of the employees in the category.
技术变革：管理系统的发展使管理层失效，公司将删除该类别中的部分员工。
When organisations choose a structure they should be careful, the wrong structure can have huge impacts on the communication, costs, how decisions are made, and in motivating employees. This has the same effect on the employees attitudes towards the structure and will end up in having lower productivity (Organisational structures 2009).
当组织选择一种结构时，他们应该小心，错误的结构可能会对沟通、成本、决策方式以及激励员工产生巨大影响。这对员工对结构的态度也有同样的影响，最终会导致生产率降低。
11 DECENTRALIZED AND CENTRALIZED ORGANISATIONAL STRUCTURES 分散和集中的组织结构
Centralisation Decentralization 集权化分权化
11.1 Description of centralization and decentralization 集权和分权说明
Centralisation: more important decisions are made at the higher levels of the structures.
集权化：更重要的决策是在结构的更高层做出的。
Decentralization: many decisions are made at lower levels, this gives employees the motivation to be creative and be innovative, and solve the problems in their own sectors.
分权化：许多决策都是在较低的层次上做出的，这给了员工创造和创新的动力，并解决了自己部门的问题。
11.2 Centralisation 集权化
Definition: Centralisation is a process in which the decision making is assigned to the different higher levels of the structure.
定义：集权化是将决策分配给结构的不同高层的过程.
Centralisation keeps employees from the knowledge and information, when an organisation uses only top management to make decisions they take away the creativity of employees and only tell employees what to do. What happens to employees when they aren’t motivated and self manageable, they cant solve problems on their own, if top management is to slow for the decision making process.
集权化使员工远离知识和信息，当一个组织只使用最高管理层来做决策时，他们会剥夺员工的创造力，只告诉员工该做什么。如果高层管理层在决策过程中放慢了速度，那么当员工没有积极性和自我管理能力时，他们就无法自己解决问题。
Centralisation has a broad span of control in top levels and more tiers in the structure of the organisation (Centralization and decentralization 2011).
中央集权在组织结构中的高层和更多层级具有广泛的控制范围。
11.3 Decentralization 分权化
Definition: It is a process where lower levels of the organisation has decision making privileges.
定义：这是一个组织较低级别拥有决策特权的过程。
Decentralization is the movement of decision making to some of the other department of the organisation, these departments can be the branches, other divisions and some of the subcontractors. If given all employees the right to make decisions, it gives the organisation more creativity, knowledge and ideas to work with. Employees are given more authority and can improve their attitudes if they fell wanted in the organisation.
分权是将决策转移到组织的一些其他部门，这些部门可以是分支机构、其他部门和一些分包商。如果赋予所有员工做出决定的权利，这将为组织提供更多的创造力、知识和想法。员工被赋予了更多的权力，如果他们在组织中需要，他们可以改善自己的态度。
The structure’s span of control is smaller and more levels are given.
该结构的控制跨度更小，并且给出了更多的级别。
11.4 The three forms of decentralization 权力下放的三种形式
Deconcentration: this is the lowest level of decentralisation and decisions are made by lower levels of the organisation.
分权：这是最低级别的权力下放，决策由组织的较低级别做出。
Delegation: Is a more advanced system of decentralisation, the decisions are made by lower levels but they have more authority in the organisation.
授权：这是一个更先进的权力下放系统，决策由较低级别做出，但他们在组织中拥有更大的权力。
Devolution: this type of decentralisation only uses autonomous organisational units when making decisions.
权力下放：这种类型的权力下放只在决策时使用自主的组织单位。
11.5 Strengths of centralisation 集权化的优势
Organisational change is made by the top levels and uses the vision of the leaders.
组织变革是由高层做出的，并利用领导者的愿景。
The decision making process is strong and based on the visions of the higher management.
决策过程强大，基于高层管理层的愿景。
The execution of the decisions made, is fast and coordinated and are able to respond much faster in with some of the major problems.
所做决定的执行速度快、协调一致，能够更快地应对一些重大问题。
Conflict is restricted, this is because only higher management can make decisions and everyone has to do what is expected from them.
冲突是受限制的，这是因为只有更高的管理层才能做出决定，每个人都必须做他们期望的事情。
11.6 Strengths of decentralisation 分权的优势
Decentralisation focuses more on bottom-up decision making, culture of the organisations employees and of the organisational culture and the training of employees.
分权更侧重于自下而上的决策、组织员工文化、组织文化和员工培训。
The decision making process is more detailed and democratic.
决策过程更加详细和民主。
The execution of decisions is more emergent and flexible to change.
决策的执行更紧急，更灵活。
12 HOW ORGANISATIONAL PERFORMANCE IS AFFECTED BY ORGANISATIONAL STRUCTURE 组织结构如何影响组织绩效
From small business ownerships to bigger organisations wants better performance in all their levels, from production to human resources. This is the vision of most companies to be better as their competitors by performing better.
从小型企业所有制到大型组织，从生产到人力资源，都希望在各个层面上取得更好的绩效。这是大多数公司的愿景，即通过表现更好而成为更好的竞争对手。
The main idea of an organisational structure is to improve decision making and to identify how the organisation is working and who has the authority to make the important decisions and what team works in which department and programs. Employees wants to be recognized in a firm or in their department. When employees are recognized they are motivated. This gives them the positive attitude towards the organisation and the management of the organisation, when employees attitudes change from negative to positive they perform better, which is what organisations want; higher performance from employees. Now if the structure is made from the idea of the old traditional type of body, employees can’t get the motivation and positive attitude, which in turn gives a lower performance ratio towards the organisation or smaller business. This type of structure is not the only one that can have an negative influence on employees, even more modern structures can, if not used in the correct way or if the structure is not made for the type of organisation. (Meijaard, Brand & Mosselman. 2002).
组织结构的主要思想是改进决策制定，确定组织如何运作，谁有权做出重要决策，以及哪个团队在哪个部门和项目中工作。员工希望在公司或部门得到认可。当员工得到认可时，他们会被激励。这给了他们对组织和组织管理层的积极态度，当员工的态度从消极变为积极时，他们表现得更好，这是组织想要的；提高员工的绩效。现在，如果这种结构是由旧的传统类型的机构的想法构成的，员工就无法获得积极的动机和积极的态度，这反过来会降低组织或小型企业的绩效比。这种类型的结构并不是唯一一种会对员工产生负面影响的结构，如果没有以正确的方式使用，或者如果该结构不适合该类型的组织，甚至更现代的结构也会产生负面影响。
13 EMPLOYEE ATTITUDE 员工态度
The attitude of employees towards the organisation is counted as everything. When employees are motivated and positive they are more productive, and its not science to see it. Promoting from within will also increase the strong values and norms, build loyalty, and encourage employees to work harder to advance within the company which gives them the motivation they need to perform better. Negative attitudes can be a death sentence for any organisation. When giving employees the right to authority they become more positive and thus gives more attention towards their work and enjoys working for the company, they feel more wanted and more recognized by the organisation and then contributes more, this is what productivity is about: every employee giving their best to make sure the organisation performs. However employees with a negative attitude can drag the team or department down the drain and drain the positive attitudes of other employees and, in turn, make them negative (Stringer 2007).
员工对组织的态度被视为一切。当员工有积极性和积极性时，他们的工作效率会更高，这不是科学的。从内部晋升还将增加强大的价值观和规范，建立忠诚度，并鼓励员工更加努力地在公司内部晋升，这给了他们更好表现所需的动力。对任何组织来说，消极态度都可能被判死刑。当赋予员工权力时，他们会变得更加积极，从而更加关注自己的工作，享受为公司工作的乐趣，他们会感到组织更加需要和认可，进而做出更多贡献，这就是生产力的意义所在：每一位员工都尽最大努力确保组织绩效。然而，持消极态度的员工会将团队或部门拖下水，并使其他员工的积极态度流失，进而使他们变得消极。
13.1 Organizational Structure 组织结构
There will always be some factors that an organisation cannot change or manage. And some of these factors may have an influence on the organisational structure and employee attitudes. Structures determine how the employees work together to achieve their goals, when the factors which have an influence on the structure cannot be managed the organisation cannot achieve what they are aiming for. One of these factors is organisational culture, culture is the way employees think, feel and behave, how their values and beliefs come together to work in a team or as an individual.
总会有一些因素是组织无法改变或管理的。其中一些因素可能会影响组织结构和员工态度。当影响结构的因素无法管理，组织无法实现其目标时，结构决定了员工如何共同努力实现其目标。其中一个因素是组织文化，文化是员工思考、感受和行为的方式，以及他们的价值观和信念如何在团队或个人中共同工作。
Some other factors can be:其他一些因素可能是：
Employee relationships: If employees work together in a team towards a goal they have to be able to work freely and have a positive relationship with other employees and management.(George & Jones, 2005).
员工关系：如果员工在一个团队中共同努力实现目标，他们必须能够自由工作，并与其他员工和管理层建立积极的关系。
Communication: employees communicate with each other they build their relationships, to make sure they are able to do so, the organisational structure needs to be designed to accommodate these types of communication and to give employees the freedom to do so. This has a huge effect on how employees attitudes are towards each other and how they perform together when working in teams.
沟通：员工之间相互沟通，建立关系，为了确保他们能够这样做，组织结构需要设计为适应这些类型的沟通，并给予员工这样做的自由。这对员工之间的态度以及他们在团队中的表现有着巨大的影响。
Employee satisfaction and reactions: employee satisfaction and reactions can be seen in seven different areas, namely; 1) internal work motivation, 2) growth satisfaction, 3) general satisfaction, 4) social satisfaction, 5) supervisory satisfaction, 6) security satisfaction and 7) pay satisfaction.
员工满意度和反应：员工满意度和反映可以在七个不同的领域看到，即：；1） 内部工作动机，2）成长满意度，3）总体满意度，4）社会满意度，5）监督满意度，6）安全满意度和7）薪酬满意度。
All of these factors have an influence on the type of structure used and in the end have an influence on how the employee’s attitudes are towards the organisation and then have the positive or negative output on the productivity (Oldham & Hackman 1981).
所有这些因素都会影响所使用的结构类型，最终会影响员工对组织的态度，进而对生产力产生积极或消极的影响。
14 PRODUCTIVITY 生产力
How the specific organisational structure is designed and how the higher levels of management provide sufficient motivation for employees, can break the business or can turn it positive to become successful. The design of the structure should be studied thoroughly to ensure that there is no cracks or loose ends in the structure, if it isn’t, the organisation has the risk of demotivating employees and having a negative influence on their attitude, this can cause that the design has an influence on the productivity of the organisation and every employee, and in the end they may loose some employees in the future because of bad management and a lack of a perfect structure
具体的组织结构是如何设计的，以及更高级别的管理层如何为员工提供充分的激励，能够打破业务或使其积极走向成功。应彻底研究结构的设计，以确保结构中没有裂缝或松动的端部，如果没有，则组织有可能使员工失去积极性，并对他们的态度产生负面影响，这可能会导致设计对组织和每个员工的生产力产生影响，最终，由于管理不善和缺乏完善的结构，他们可能会在未来失去一些员工
Some factors influencing productivity:影响生产率的一些因素：
Confidence: organisational structures that are more consistent gives employees security and a positive attitude. A consistent structure is one where the hiring of employees are within the organisation, when employees are promoted when they are effective and when employees can relax about job loss. If an organisation has a consistent structure employees will devote them selves and perform the best at the jobs, which gives an organisation a higher production rate (Math 2010).
信心：更加一致的组织结构会给员工带来安全感和积极的态度。一个一致的结构是在组织内部招聘员工，当员工有效时晋升，当员工可以放松工作损失时。如果一个组织有一个一致的结构，员工会全身心投入，并在工作中表现最好，这会给组织带来更高的生产率。
Shared Goals: a transparent structure can have an impact on how employees strive towards the goals of the division, when an organisation can set their own goals and meet them with the goals of employees, they will be able to move the team into a better productive mode and achieve higher standards. Organisations can, for example; if they are busy with a new budget and plans for the next financial year, they can share it with middle management and ask them to do so with their own divisions and sectors. This will show the employees the goals of the organisation, when these goals are set each employee can set his or her goals which they want to achieve for the next year. Organisations can also notify employees when goals are met, so that these employees can see how their progress are going to make sure all goals are met and achieved (Math 2010).
共享目标：透明的结构可以影响员工如何努力实现部门的目标，当组织能够设定自己的目标并实现员工的目标时，他们将能够将团队带入更高效的模式并实现更高的标准。例如，组织可以：；如果他们忙于下一个财政年度的新预算和计划，他们可以与中层管理层分享，并要求他们与自己的部门和部门分享。这将向员工展示组织的目标，当设定这些目标时，每位员工都可以设定下一年想要实现的目标。组织还可以在目标实现时通知员工，以便这些员工了解他们的进展如何确保所有目标都实现。
Accountability: All organisations should have some type of reporting system, when this system is not in place, employees will not know what to do with problems or new ideas. The idea of these types of systems is to make sure that no information will be lost, when employees have challenges they should be able to talk to someone to make it better, if an employee has a better way of doing his job, it should be looked at and the new idea be explored. However if this system is not strong, this information can get lost and will demotivate employees and give them negative attitudes towards management which will have an influence on the culture of the organisation and success of the organisation (Math 2010).
问责：所有组织都应该有某种类型的报告系统，如果该系统不到位，员工将不知道如何处理问题或新想法。这些类型的系统的目的是确保不会丢失任何信息，当员工遇到挑战时，他们应该能够与其他人交谈以使其更好，如果员工有更好的工作方式，则应该研究并探索新的想法。然而，如果这个系统不强大，这些信息可能会丢失，并会使员工失去积极性，对管理产生负面态度，这将影响组织的文化和组织的成功。
15 WHY ORGANISATIONAL STRUCTURES IMPROVE THE ATTITUDE AND PERFORMANCE OF EMPLOYEES 为什么组织结构会提高员工的态度和绩效
Greater employee security: Maslow’s hierarchical model shows that any person’s security needs are high. If organisational structures improves employee security, the out come will be a employee with a positive attitude and a employee who will work towards goals. Employees will work together to achieve greatness and have an different job attitude.
更高的员工安全性：马斯洛的分层模型表明，任何人的安全需求都很高。如果组织结构提高了员工的安全性，那么最终的结果将是一个态度积极的员工和一个朝着目标努力的员工。员工将共同努力，实现卓越，并拥有不同的工作态度。
Flexible management structures: Management is one of the most important factors of an organisation, how they do their work and how they treat employees. But within traditional structures one cannot have these types of flexible management structures, but can have it when in a modern structure. A flexible management structure gives the employees the motivation to be a part of a team and an idea. Employees that are given the opportunity to make a contribution towards a working program and give ideas are more positive in the sense that they feel wanted by the organisation and are not just a number on a system.
灵活的管理结构：管理是组织最重要的因素之一，他们如何工作以及如何对待员工。但在传统结构中，我们不能拥有这些类型的灵活管理结构，但在现代结构中可以拥有这种结构。灵活的管理结构使员工有动力成为团队的一部分和想法。有机会为工作计划做出贡献并提出想法的员工更积极，因为他们觉得组织需要他们，而不仅仅是系统中的一个数字。
People become multi skilled: Working in a organisation that uses an traditional type of structure limits each employee’s job specifications. The implication of this is that employees can’t grow and become multi skilled. Working in other types of modern structures gives employees the freedom of to contribute in other programs and is able to give his own input when working in teams. The importance of multi skilled employees is not only to have one employee which can do two or more jobs, but it gives the employee motivation and self respect. Employees who are motivated and whose self respect is high has a positive attitude and will have an impact on productivity.
人们变得具备多种技能：在一个使用传统结构的组织中工作会限制每个员工的工作规范。这意味着员工无法成长并成为多技能人才。在其他类型的现代结构中工作，员工可以自由参与其他项目，并且在团队中工作时，能够提供自己的意见。多技能员工的重要性不仅在于拥有一名能够胜任两项或多项工作的员工，还在于给予员工动力和自我尊重。积极上进、自我尊重度高的员工态度积极，会对生产力产生影响。
Self managing individuals: Every employer wants employees who can think for themselves. When an employee can manage themselves the manager or boss will not have to tell them what to do and how to do the specific task, will have less conflict and be more positive, the whole reason for this is no employee wants to be treated as if he is a child. Now, if all employees are self managed, management will not have to do check ups and can do their own work faster, this will increase the working capacity which will lead to higher production levels.
自我管理的个人：每个雇主都希望员工能够独立思考。当员工能够自我管理时，经理或老板将不必告诉他们该做什么以及如何完成具体任务，冲突更少，积极性更强，这一切的全部原因是，员工不想被当成孩子一样对待。现在，如果所有员工都是自我管理的，管理层将不必进行检查，并且可以更快地完成自己的工作，这将提高工作能力，从而提高生产水平。
16 CONCLUSION 结论
The examination of this thematic independent study shows that how an organisation centralises or decentralises, use different number of management levels and how the departmentalization is used is the key factors of an organisational structure. These factors of the structures has an affect on how creative and innovative employees are. Which has an outcome on the performance and attitudes of employees. When all these factors come together they form a organic and strong structure which in turn will have an positive outcome on the whole organisational environment. The organisational structure should be decentralized, efficient, flexible and help achieve innovativeness. There are some factors which also have an influence on the structure chosen such as the supplier’s number of clients and employee numbers but the organisations should always have in mind that they have to keep employees motivated and positive towards their working environment. For it is the employees who produce the service and/ or product. The study clearly identifies the relationship between a structure and employee attitude and performance and is clear to understand that this relationship is complex and should be thoroughly studied and reviewed to make sure it is the best structure fitted for the organisation to help employees perform better and positive. All organisations should choose between structures and choose the correct on for the environment and for employees, it is important to stay open minded and think clearly to make sure all employee are satisfied and have the right attitude and perform to the best of their abilities, structures can have an influence on these factors and because it does organisations should spend more time on the problem of how different structures can have a better production outcome.
MBA作业对这项主题独立研究的审查表明，组织如何集权或分权、使用不同数量的管理层以及如何使用部门化是组织结构的关键因素。这些结构因素会影响员工的创造力和创新能力。这会对员工的绩效和态度产生影响。当所有这些因素结合在一起时，它们形成了一个有机的、强大的结构，进而将对整个组织环境产生积极的影响。组织结构应分散、高效、灵活，并有助于实现创新。有一些因素也会影响所选择的结构，例如供应商的客户数量和员工数量，但组织应始终记住，他们必须保持员工对工作环境的积极性和积极性。因为生产服务和/或产品的是员工。该研究清楚地确定了结构与员工态度和绩效之间的关系，并清楚地理解了这种关系是复杂的，应进行彻底的研究和审查，以确保这是适合组织的最佳结构，以帮助员工更好地和积极地表现。所有组织都应该在结构之间做出选择，并为环境和员工选择正确的结构。保持开放的心态和清晰的思考是非常重要的，以确保所有员工都感到满意，拥有正确的态度，并尽其所能，结构会对这些因素产生影响，因此，组织应该花更多的时间来解决不同结构如何产生更好的生产结果的问题。本站提供各国组织MBA作业代写或指导服务，如有需要可咨询本平台。