1. Definition 1.1 Definition of organization Structure A system that I used to define hierarchy in the organization is called the organizational structure. It gives the organizational leadership direction in terms of job identification and functions and who reports to whom within the organization. This structure, therefore, helps the organization in identifying and meeting objectives for growth.

(Bhasin, 2017) The organizational structure of a business defines its entire culture. It affects how its employees communicate and operate to achieve the goals of the company. Organizational structure also influences productivity, employee relations and marketing strategies.

It is important for a company to define the most strategic organizational structure that will allow I to effectively and efficiently accomplish its goals. The organizational structure of a small company may differ from that of a large company. (Oliver, 2017) 1.2 Definition of Leadership Leadership is the art of motivating a group of people to act towards achieving a common goal.

In a business setting, this can mean directing workers and colleagues with a strategy to meet the company’s needs. (Ward, 2018). “Leadership is the ability of superior to influence the behavior of a subordinate or group and persuade them to follow a particular course of action.” (Barnard, 1938) 2. Case Study 2.1

In this case, the structure of the organization is a “flat” structure and has revealed the lack of leadership, communication and mismanagement skills of Myitzu. Depending on the case, the agency was cautious when hiring this year due to increased competition for federal grants and high turnover. The term “Flat” means that an organizational structure graph is visible when there are fewer managers with fewer and larger rows delineating the hierarchy of jobs.

And the challenges are that employees have fewer leaders to motivate them and provide them with individual attention. Staff are uncertain about the future because of Myitzu’s negative conversation style and high turnover rate. Motivate staff, give managers 1 and 2 more autonomy and the information needed to properly manage their staff and organize periodic meetings or share information with staff about changes. Encourage staff, plan for their career development, learning opportunities and give them time to do so.

According to Herzberg, the factors that lead to job satisfaction are “separate and distinct from those that lead to dissatisfaction at work”. As a result, the leadership agency may begin to eliminate unsatisfactory work factors. The characteristics associated with job dissatisfaction are called hygiene factors. Once these problems are resolved, the staff will not be dissatisfied or satisfied.

If you want to motivate staff, managers should focus on satisfaction factors such as success, recognition and responsibility. 2.2 In this case, a director can be both a leader and manager. However, since the two managers are very competent and directly manage all department staff, Myitzu must concentrate on her leadership role.

She should delegate management responsibilities to both managers. This strategy will increase the confidence of the managers and allow them to solve the problems of their personnel. It will also allow Myitzu to focus on creating a greater sense of staff commitment to the mission and vision.

Several leadership approaches may be appropriate for the position described in the scenario. Skills: Focus on the ability to solve complex problems. Non-profit facing several organizational challenges, which include high turnover. Path-Goal: Motivate employees by establishing objectives, clarifying routes, eliminating barriers and providing support.

This type of leadership will help raise the morale of employees. Transformational: Treat employees as perfect human beings and consider emotions and ways of thinking. Present a clear vision, work as a social architect, build trust, increase self-esteem, motivate. 2.3 This could help both Myitzu and the managers responsible to take a personality assessment or leadership / management.

In this way, managers can determine their individual skills, learn how to better support employees, and discover how they can work together to use each other’s strengths to lead the department. Using a style approach, the manager 1 seems to use a task-oriented approach and the manager 2 illustrates a relational-oriented style. Both directions could be structured to support each other. Myitzu can focus on developing leadership skills by developing their current strengths.

In addition, Myitzu may wish to review the roles and responsibilities of each position and see how their division’s work aligns with the overall organizational mission. Aligning with the entire mission and communicating it to staff can help improve morale and clarify the role and direction of the department. 3. Conclusion The conclusion is that the organizational structure and leadership skills are an essential feature of an organization that can make or regret it.

Leadership is one of the most important dimensions of the organization. In fact, the quality of leadership has been linked to some of the psychology of organizations such as welfare, climate safety and results. Organizational culture reflects the beliefs, values, employees’ beliefs and their values, behaviors and behaviors that lasted long in the organization.

Managers adjust the behavior of the organization to achieve the organization’s mission, which affects the well-being of employees. It is important to understand the relationship between organizational culture, management behavior, and employee well-being. Recognition and recognition of employees through the delivery and encouragement of the organization affects their behavior and attitudes.

The better the relationship between management and staff is, the better it will be for communication and teamwork. It also helps to meet the goals and objectives of the organization and increases job satisfaction.