“ALIGNMENT OF STRATEGY, STRUCTURE AND CULTURE OF MOBILINK”

Abstract

Organizational strategy, structure and organizational culture have a dependent relationship with one another. In the business world, management structure determines the behaviors, attitudes, dispositions and ethics that create the work culture. If a company's organizational structure is strictly hierarchical, with decision-making power centralized at the top, the company's culture will likely reflect a lack of freedom and autonomy at the lower levels. If a company's management structure is decentralized, with shared power and authority at all levels, the culture is likely to be more independent, personalized and accountable. The way a company allocates power and authority determines how employees behave. These choices manifest in a company's organizational structure and organizational culture. Organizational structure is the way a company arranges its management and lines of authority. It determines roles, responsibilities and the flow of information within the company. Work culture results from those decisions. Thesis will incorporate a detailed analysis of Mobilink’s current strategy including the way forward as described by the management. Review of the organization’s structure and Culture and if both of these two legs are supporting the current strategy or not. What changes are required in structure or culture in order to achieve the maximum efficiency? Comprehensive literature review of the 3 pillars to fully understand their inter-linkages and dependencies, and how these have changed and developed over a period of time.