'Organizational Structure reflects and reinforces an unrealistic view of human rationality'

Organizational structures recognized since the prehistoric eras of hunters in tribal organizations through highly royal and clerical power structures to industrial structures and today's post-industrial structures. Organizational structure involves activities, namely coordination, supervision, and task allocation, which were focused towards the achievement of organizational goals. The purpose of this research is to evaluate the statement that “organizational structure reflects and reinforce an unrealistic view of human rationality”. In recent years, much debate has been stirred regarding whether organizational structure is rational and how organizational structure copes with irrationality. To most, organizational structure allows the evinced allocation of obligation, the expressed allotment of responsibilities and how they adapt to the environment. Correspondingly, it determines ‘one best way’ that individuals acquire to take part in the decision-making process and, thus, to what degree rational views shape the organization’s actions. However, the analysis indicates that organizational structure fails to look into the ‘human’ aspect of employees. This report draws attention on emotion and the illogical behavior of employees that are caused by organizational structure. It can, therefore, be seen that organization changes may affect uncertainty, as it was reflected as the viewing glass or perceptions in which individuals perceive the organization and its environment. Structures define roles and responsibilities as it reflects an existing arrangement. Child (2005) claimed to the “paradox in a hierarchical organization”. He argued that the hierarchy of authority was responsible for most of the problems found within companies possessing bureaucratic organizational structures. He explained that hierarchy is getting work done through allocation responsibilities and tasks, as well as controlling and coordinating work (Child, 2005). Similarly, Duncan (1979) said that