Behaviour of an individual at workplace are determined by several factors which is likely to affect the operations of the company. Organization culture and structure plays a significant role in moulding and directing the employees towards the organizational goals and objectives. The present study is conducted to analyze the structure and culture of GSK, a health care organization and effects of the same on its workforce. The main purpose of this study is to present an understanding of different motivational and leadership styles that can be used in diverse scenarios (Shaw and Finger, 2013). A clear distinction between the structure and culture of GSK is made with that of the Pfizer organization, an identical health care center. In addition to the above, nature of teams and their effectiveness has also been explained.
There are varied kinds of organizational structures and cultures found in every company. The type and kind depend upon the purpose and operations of the particular organization. The present case revolves around the GSK company and its structure and culture have been compared with that of Pfizer, one of its competitors.
Flat Structure: These kinds of structures concise of a low level of management wherein one manager handles a vast number of subordinates. Likewise, in the case of GSK company wherein the CEO emphasizes having a flat structure to give power and authority to each employee in doing their work (Stewart and Shamdasani, 2014).
Tall Structure: A company wherein many levels of management can be seen can be considered as having a tall structure. Contradictory to the GSK company, Pfizer is using the current structure wherein there are many managers, supervisors, and executives.
People: As per this model, employees are the main assets of each company and the management shall emphasises on developing these people.
Power: Several other organization has a power culture as in the case of Pfizer as the entire power to handle and manage lies in the hands of its supervisors and the employees are not have any authority
Role: Pfizer has also a role culture wherein the subgroups and groups are formed based on the role and specialization of each and the employees.
Task: When special projects are to be undertaken by the GSK company it adopts a task culture so as to manage the work accordingly.
A company requires different sorts of leadership styles to manage and lead its employees towards organizational goals and objectives. The kinds of the approach chosen depend upon the type of workforce it needs to manage. Some of the leadership styles have been contrasted in relation to the GSK and Pfizer have been enumerated underneath:
Participative leadership style: This style of practice in those organization wherein the management have complete faith in its workforce and they provide them with full power and authority to put their suggestions (French, 2011).
Autocratic style of leadership: The particular style is been practiced in those companies wherein the workforce is inefficient and needs strict supervision by its supervisors.
Laissez-faire style: A leadership style wherein the leaders are inefficient and lazy and try to deliver their entire responsibilities on their subordinates can be deemed under the following head.
The leadership styles have already been discussed above but its impact on the workforce of the concerned organization has been demonstrated hereunder:
Autocratic style: A leadership style wherein only some people have power the organization can be classified under the following head. The impact of such style on its workforce can be devastating as people resent being treated like this.
Participative style: This type of leadership as practiced in the current organization has a positive impact on the performance of the individual. The health care trust allows its workers to participate in the decision-making process, although the final decision lies in the hands of the management.
Laissez-faire style: The impact of this kind of leadership on the workforce of the GSK company can only be effective if the leaders are continuously monitoring the employees by guiding them timely.
Groups are an integral part of the management through which activities are co-ordinated and pursued in the organization. There are two kinds of groups that can be ascertained in the GSK company. These are formal as well as informal groups (Watson, 2013).