Know About Organizational Structure
What is an organizational structure?
Organizational Structure: Every organization must arrange its activities to achieve its goals. Organizational structure is the blueprint for this scheme. It is the way in which an organization is connected. Managers must have knowledge of the structure for various reasons. Knowledge about how organizations are put together helps managers to understand ‘the big picture’. Without any knowledge of structure, it is difficult to know how the human resources of an organization are deployed and where these resources are located, what information can be obtained from this and what contribution they can expect to make to the organization.
Organizational Structure provides instructions about the location of electricity and is an indicator of the management philosophy of a company. Structure must reflect and facilitate the achievement of the objectives of an organization. In short, a manager can better understand her own place in the structure of the whole by knowing something about structure.
When people think of the organizational structure, the hierarchy of authority and reporting relationships immediately comes into the picture in an organization chart, and sometimes who is responsible? Although this view of an organization is part of the structure, it is not the only aspect. An organization is formal structured with the help of many different formal structural elements. These elements are the basic building blocks of organizations, they are ways to create and express structure. Management uses them to establish the structure and can then be analyzed to determine the true structure of an organization, as opposed to the structure claimed by management.
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Organizational Structure: Some elements of the structure are static, that is, they reflect true on a continuum of choices. What choice will the organization make? These elements include characteristics such as size, hierarchy and centralization. If we look at these characteristics of an organization, however, the organization is only displayed at a certain moment. To provide descriptions that better match the fluid, changing entities that are organizations, a number of researchers have focused on organizations as networks of relationships that evolve over time. These studies reveal the dynamic elements of the structure of an organization structure as an expression of how people interact.
Types of organizational structure
Organization structure types
Hierarchical organization structure
Flat organizational structure
The matrix structure called unites staff based on both products and functions. This structure can easily combine the most excellent of both different structures. A matrix company often uses groups of employees to perform work, to take advantage of power and to cover the weaknesses of decentralized and functional forms.
These two general views on the organizational structure are derived from slightly different premises and are not easy to integrate with each other. You could think of them as roughly analogous to photographic slides and films, slides are useful to show what a scene or person looks like at a single moment, and films show movement and change over time. That both views are important and useful is clear from the Westinghouse case that opened this chapter. Various static elements played a key role in the case, including size, hierarchy and formalization of key policies.
Organizational Structure: A number of different factors are determining factors for the structure that determine how these elements are used to structure the organization. These factors include goals, social habits and moral beliefs and values of the founders or the current environmental problems of managers and available technology. Once we know that the elements influence how these elements are combined in actual structures.
Our views on structure include the assumption that organizations have relatively impenetrable and easy-to-find boundaries. That means that you can easily distinguish the organization from the environment. This principle applies to most organizations today, but perhaps less true for tomorrow, when we may have to radically change our views on what structure is. In industrialized countries, we work quickly in a world where high-tech office management systems are used to complete and integrate the work.
It can be difficult, for example, to determine the limits of a bank if many of its administrative staff work at terminals at home and transfer their completed work to a central computer, if customers have access to the bank at home via ATMs and personal computers and if banking is deregulated in such a way that the dividing lines between banks and other financial institutions are blurred or erased.
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