Orange PLC Company is one of the most profitable international companies in the global business arena. The company has its headquarters in New York. The New York branch has 250 employees in the three departments of production, marketing, human resource management. To survive and control a sizable share of the global PC industry, Orange PLC Company has endeavored to remain competitive through the non-competitive strategy of provocative organization behavior control and strategic negotiation. Thus, this reflective treatise attempts to explicitly review organizational behavior and negotiation as part of performance modifier at the Orange PLC.
Orange PLC’s Organization Behavior Structure
Organization structure refers to systems and channels that control the scope of operations in an organization. The organization structure offers an explicit overview of the general operation of a company within efficiency levels. The main structural elements of the company’s organization structure include work specialization, chain of command, centralization, and formalization.
Knowing how to improve quality is crucial in the growth of a business enterprise. Improved quality has a great reward to the Orange PLC Company. Since the production team is permanently employed in the company, they are engaged in the production process to ensure that the company optimizes labor as a factor of production towards efficiency. This is achieved through quality planning of the use of labor hours in departments that are related to staff specialization, rather than just keeping the personnel on standby (Sylvia and Stanley 36).
Besides, the marketing team is constantly trained on the latest marketing models to ensure that they give their best in online and offline marketing of the company’s products. The HRM team has specialized training on efficient performance among the employees to minimize redundancy. Quality planning of work specialization is an important policy that aims to promote long term success in business objectives since it is focused to enhance the effective exploitation of human resources (Sylvia and Stanley 36).
Chain of Command
The Orange PLC Company has demonstrated that there exists a complex network behind its formal organizational chart. The teamwork based organization structure actually identifies the hierarchy of command structure in order to understand the complex network. In addition, it provides myriad illustrations of persuasive importance of problem definition within communication contemporary context.
The strategies of investigation, ramification, and elements of the problem definition are addressed in its chain of command. The current organization structure of the Orange PLC Company is characterized by a streamlined chain of bureaucracy in the chain of command. The top bracket in the chain of command consists of the five company board of directors who report to the chairman of the company (Flamholtz and Randle 23).
Under the board of directors are departmental managers in the three departments of production, marketing, and human resource management. Team supervisors below the departmental managers report directly to managers and are the bridge between employees and the managers. The ordinary employees are grouped into team cells consisting of four employees within the same area of specialization.
Thus, whenever there is a need to communicate an issue to the chairperson, the team cells will pass the information to the supervisors. The hierarchal procedure will be repeated unto the chairperson gets the information. For the self-motivated people, this approach allows them to do much more spectacular things as a team and not as human machines (Sylvia and Stanley 35).
Span of Control
Other factors associated with inhibiting learning in organizations are inappropriate organizational structures, work pressure, entrenched attitudes towards learning, and emphasis on meeting targets (Flamholtz and Randle 16). Fear and resistance to change in organizations that are characterized by high levels of bureaucracy and inter-functional rivalry are the main reasons that impede learning in such organizations.
Fortunately, since every employee in the Orange PLC Company is his or her own boss, the cultural structure of the company has spurred a continuous growth in the competitive market. Related to changes in organizational structure are the variations in job design and new structures which provide the employees with an opportunity within the work activities.
Moreover, the Orange PLC organization exhibits flexibility in its organizational structure that enables jobs to be redesigned thus, facilitating work-based innovations (Griffin and Moorhead 31).
Orange PLC Company has created a healthy work environment and personal growth perspectives that apply to all situations since all the vital controls organs of the company are centralized. Through centralized and properly designed training procedures, talent promotion, and motivation, productive behavior internalization has presented the best alternative ways of solving problems in role execution.
Since the Orange PLC employees have taken a positive attitude to embrace change and create an environment that motivates change, quantifiable change has become a reality in the organization (Griffin and Moorhead 31).
The Orange PLC institution is made up of formal systems of monitoring operations, reviewing performance and rewarding achievements. Employees’ behaviors in the company are influenced by the mutual interests that exist between the company and its workers. This mutual interest offers superordinate objective, which can be achieved only through the combined determination of the organization (employer) and individual workers in a formalized production control system (Flamholtz and Randle 16).
Negotiation at the Orange PLC Company
Negotiation in an organization refers to strategies adopted by an organization to introduce an element of change that is meant to improve on the performance of that organization. Negotiation is necessary whenever redundancy becomes the norm of organization performance. The Orange PLC Company has restructured to introduce innovation department in the last two years to properly monitor and manage the logistics and challenges that might exist in the transit channels of product improvement.
In encoding and decoding information, it is critical to balance the wanted and unwanted grapevine. Thus, in reviewing performance based on feedback received, the human resource management team handles the voluntary information with care to boost trust and confidentiality which form the pinnacle of the Orange PLC organizational behavior.
Therefore, the company has been critical in balancing the feedback with the performance goals as a remedy towards inclusiveness and active participation which translates into desirable performance.
Through training, evaluation, and performance reviews, it is possible at the Orange PLC to establish a clear line between informal and formal office grapevines which foster a unique culture among employees. Reflectively, a complete 360-degree feedback process has been efficient in boosting morale and maintaining desirable confidence levels (Flamholtz and Randle 16). The process is inclusive of structured evaluation and progress reporting tools.
Specifically, restructuring of the production department was necessary in achieving the company’s goal of being the innovation leader in America. The innovation structure was critical in improving leadership skills, evaluation skills, and promoting creativity within the production department. As a result, job performance has greatly improved since the attractive rewards for innovation have become a motivational engine among the employees (Sylvia and Stanley 35).
Orange PLC’s Organization Culture
Organizational culture is a manner in which people in a company operate both unconsciously and consciously on their daily activities (Flamholtz and Randle 45). Through understanding the organizational culture, the Orange PLC institution can understand the culture that prevails, drives, and supports essential programs within its workforce to accomplish the strategic objectives.
The physical structures of the Orange PLC’s organization culture promote a positive relationship between favorable and effective job performance and work environment as attributes of motivation and congenial conditions.
The structure encourages security, comfort and safety, and prevailing physical convenience. Measuring factors such as interpersonal relations, working conditions, support and trust, welfare provisions, and work environment has greatly contributed to the organizational effectiveness as well as employees’ behaviors at the Orange PLC (Sylvia and Stanley 36).
The Orange PLC Company has identified that the key driver of productivity is employees’ morale. It is revealed that engaged and productive workers are more likely to be creative and interested in their work commitments. Satisfied workers are more eager to create positive results in their work. This element has been embedded in the company’s unity of purpose symbol designed to create the culture of efficiency and support among the employees (Sylvia and Stanley 35).
Ceremonies, language, and rituals
With the need to establish a proactive organization culture, the Orange PLC Company has developed a discursive approach in explaining and exploring shared and coordinated actions on roles and channels through which organizational framework functions in the exchange of information. Employees are also allowed to contribute their viewpoints regarding the daily management and operation of the organization.
In order for the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution (Flamholtz and Randle 15). The company has three building blocks of learning such as a supportive learning environment, concrete learning processes, and practices leadership that reinforce innovation.
The managers play a significant role in setting up the learning environment for the Orange PLC employees. This culture has created an ideal climate for innovation and communication among the employees.
Flamholtz, Eric, and Yvonne Randle. Corporate culture: the ultimate strategic asset. Stanford, UK: Stanford business Books, 2011. Print.
Griffin, Ricky, and Gregory Moorhead. Organizational Behavior: Managing People and Organizations. New York, NY: Cengage Learning, 2013. Print.
Sylvia, Flatt, and Kowalczyk Stanley. “Creating competitive advantage through intangible assets: The direct and indirect effects of corporate culture and reputation.” Advances in competitiveness research, 16.2 (2008): 34-38. Print.