Organizational structure determines how a business configures its operating units and how they interact to meet business needs. Organizations can be structured in different ways depending on their objectives. But in today's business environment, where organizations are operating globally and information technologies are changing so quickly, new trends in organizational structure are seemingly evolving as fast as they can be identified. So for those enterprises operating in multiple geographies, it is vital to assess how the diverse cultures of the regions in which they do business affect their organizational structure.Top Global Trends in Organizational StructureAccording to Deloitte global survey of human capital trends, because of "years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization itself, with 92 percent of survey participants rating this as a critical priority. The report goes on to conclude that, "companies are decentralizing authority, moving toward product- and customer-centric organizations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways."

CEOs and CHROs should, therefore, be working together to understand and create a shared culture, build new management models, design highly empowered teams and develop new leadership and career development models for younger and more globally diverse leaders, employing a strategy of diversity and inclusion.Where To Buy A Kitten In HoustonWhy Understanding Values and Culture is ImportantAs organizations expand into different global regions and move resources abroad, CHROs should be thinking about altering their organizational structure and human resource practices to suit the needs of the region. Best Little Black Dress For Hourglass FigureAlthough, it is challenging for global organizations to establish and maintain a unified corporate culture and code of conduct when operating in multiple national and regional cultures, leaders should attempt to strike an appropriate balance and allow for the influences of local cultures.Beaded Wedding Dress Appliques

According to the Chartered Quality Institute (CQI), "culture has a strong influence on people's behavior but is not easily changed. It is an invisible force that consists of deeply held beliefs, values and assumptions that are so ingrained in the fabric of the organization that many people might not be conscious that they hold them." Executive search firm Spencer Stuart also advises that as organizations grow, they may have to change their organizational structures and reevaluate how they balance global leadership with regional leadership models.Having executives report to both global and local leadership in a matrix structure that promotes collaboration may provide a broader perspective and help to drive a more customer-centric organizational culture.Recruiting and Developing Global EmployeesFor new organizational structures to be effective in rapidly changing environments, ideal employees will be skilled in strategy and management, including new types of people skills. But it can be challenging to recruit and develop talent with the necessary capabilities.HR leadership should develop programs and processes to educate employees so that they understand what different cultures value, including customs, philosophies and religions.

Those values affect how employees behave and interact with each other and with their managers. There should also be a focus on the different workplace practices and behaviors, including varying reward systems, employee development and oversight, and employees should be prepared for common workplace situations, such as how people communicate (verbally and nonverbally), interact with others, make decisions, complete tasks, negotiate and deal with conflict.In global organizations, managers are faced with leading international teams, often virtually. They may need to negotiate with vendors and suppliers abroad, as well. All of these situations require different types of knowledge and skills if employees are to succeed in working with new people, bridging cultural gaps and achieving business objectives.Spencer Stuart suggests recruiting local talent and giving people cross-geographical and cross-functional assignments as ways to develop employees to assume complex international roles.Every day our number one goal is for each of our employees, customers and partners to return home in the same or better shape than they started the day.

This is why we are building on a culture where safety is not just something that happens at work, but it becomes part of who we are. What does that look like for Harris CapRock Communications? My story starts almost ten years ago when I found myself living out a very extreme example of how a culture built on safety can have a positive impact on a business. There was an oil well called Blackbeard located offshore of Louisiana in the Gulf of Mexico. ExxonMobil was proud of this project and had already received a lot of good press. With just 600 meters to go, they began experiencing pressure spikes in the well bore. The drilling manager, believing the risk of continuing to be too dangerous, made the decision to stop drilling and cap the well – losing millions. Because ExxonMobil’s culture is built on safety, this employee possibly saved many lives, without hesitation and without the worry of repercussions. Although it was a huge financial loss, the drilling manager was empowered to make a decision that impacted the lives of ExxonMobil’s employees and customers.

However, not all businesses take the time nor make the commitment to build their cultures around safety, whether through a conscious decision to ignore policies or believing the advantages outweigh the risks. It is in these risky cultures where business decisions can become impaired and dangerous, beginning to negatively impact the company’s operations, work environments and, more importantly, its people – employees, customers and partners. The majority of companies have established safety management systems, procedures and policies.  Every company has smart people who are dedicated to their jobs. However, the difference lies in the culture the company has built. Is it a culture where employees are empowered to stop work and take millions of dollars in losses without fear of losing their job to ensure other employees, customers and partners go home in the same shape they arrived to work that day? Or is it a culture where operations and projects move forward regardless of the possible danger to their employees, customers or partners?