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Organisation Structures and Processes: An Active Learning Approach



Organisation Structures and Processes: An Active Learning Approach

The Open Learning Foundation

ISBN: 978-0-631-19667-9 February 1996 Wiley-Blackwell 300 Pages


Organisational Structures and Processes provides a framework for students to examine the varied and dynamic nature of organization's structures and internal relations. The workbook looks at:
  • The identification, evaluation and designing of organizational structures
  • Communications in organizations
  • Identifying and changing organizational culture

Section I: Identifying Structures:.

1. Nature of organisations:.

What is an organisation?.

Organisational structures.

Understanding an organisation's design.

Organisational goals and effectiveness.

2. Designing an organisation's structure:.



Grouping activities.



Section II: Changing Structures:.

1. Organisational structures:.

Types of organisational structure.

Life cycle of the organisation structure.

Authority, power and control.

The future.

2. Organisational change and its management.

Sources of innovation and change.

Planned organisational change and the environment.

Resistance to change.

Technology and change.

Section III: Communicating in Organisations:.

1. Communication systems.


Models of communication.

Channels and networks.

Principal communication media.

Feedback and control.

Communication, information and technology.

2. Communication and the organisation.

Organisational concerns with information.

Communication and organisation structure.

Communicating change and culture.

Increasing efficiency of information and communication.

Section IV: Identifying and Changing Organisational Culture:.

1. Organisational culture.

Characteristics of organisational culture.

Types of organisational culture.

2. Culture in action.

What determines specific organisational cultures?.

Functions of organisational cultures.

Social responsibility and organisational culture.

Planning culture diversity.

3. Culture and change.

Strength of an organisational culture.

Managing culture.

Organisational culture change.

Models for understanding culture change.

Managing culture change.

Section V: Resources:.

Trevor Thompson Company.

The crisis of leadership at Apple Computer.

Chrysler's new team structure.

Reorganizing the organisation.

Culture and performance at Jaguar Cars.

  • Each of the workbooks is written at a level appropriate for a BTEC Higher National core module, and is directly linked to the new learning outcomes of the fully revised BTEC syllabus
  • The materials have been designed to permit a paced progression through each module allowing for the individual learning style of each student, and delivering approximately 80 hours of fully supported learning
  • Exercises and self-assessment techniques will regularly test the student's knowledge and case studies are built into the workbooks
  • Comprehensive instruction is available for lecturers explaining how to integrate the material into existing or new courses
  • All the materials are highly developed after intense review by panels of lecturers and student focus groups.