Organizational Structures and Systems
Organizational Structures and Systems
Jeffrey Ha
MBA501 – Human Interfaces
Instructor: Dr. Eli Sopow
Submission date: October 2, 2010
Organizational Structures and Systems
Introduction This paper will examine organizational structures, organizational systems and how organizational culture influences both structure and systems. Throughout this paper, there will an analogy to the human body to help further the understanding of the concepts of structure and systems in an organization. This analogy is based on the academic work of Goold and Campbell (Goold & Campbell, 2002). The first part of this paper will review different organizational structures. The second part will look at various organizational systems and how they may be used for the benefit of the business and the employees. The conclusion and analysis will bring together the analogous components and relate them to an organization. Furthermore, the analysis will explore how a successful organization’s culture, structure, and systems evolved as a result of changing business requirements. Finally, the conclusion will offer some suggestions on how to maintain a health culture, system and structure.
Organizational Structures Organizational structure is a “formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authority within organizations” (Greenberg & Baron, 2009). Many original principles for structuring an organization come from the theories of Henri Fayol, Max Weber and Fredrick Taylor. The structure of any organization is influenced by whether the organizational will be hierarchy, centralized/decentralized, tall, flat, span of control, or departmentalized. The actual rigidity within the structure comes in the form of “line, line-and-staff, matrix, or cross-functional self-managed teams” (Nickels, McHugh, McHugh, Cossa, 2007, p. #269-276). One can use the analogy of the “basic human skeleton” within the human body as one way
Jeffrey Ha
MBA501 – Human Interfaces
Instructor: Dr. Eli Sopow
Submission date: October 2, 2010
Organizational Structures and Systems
Introduction This paper will examine organizational structures, organizational systems and how organizational culture influences both structure and systems. Throughout this paper, there will an analogy to the human body to help further the understanding of the concepts of structure and systems in an organization. This analogy is based on the academic work of Goold and Campbell (Goold & Campbell, 2002). The first part of this paper will review different organizational structures. The second part will look at various organizational systems and how they may be used for the benefit of the business and the employees. The conclusion and analysis will bring together the analogous components and relate them to an organization. Furthermore, the analysis will explore how a successful organization’s culture, structure, and systems evolved as a result of changing business requirements. Finally, the conclusion will offer some suggestions on how to maintain a health culture, system and structure.
Organizational Structures Organizational structure is a “formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authority within organizations” (Greenberg & Baron, 2009). Many original principles for structuring an organization come from the theories of Henri Fayol, Max Weber and Fredrick Taylor. The structure of any organization is influenced by whether the organizational will be hierarchy, centralized/decentralized, tall, flat, span of control, or departmentalized. The actual rigidity within the structure comes in the form of “line, line-and-staff, matrix, or cross-functional self-managed teams” (Nickels, McHugh, McHugh, Cossa, 2007, p. #269-276). One can use the analogy of the “basic human skeleton” within the human body as one way
References: Greenberg, J. & Barons, R. (2009). Behaviours in Organizations Toronto: Pearson Prentice Hall Goold, M. & Campbell, A. (2002). Designing effective organizations: how to create structured networks San Francisco: Jossey-Bass Langton, N. & Robbins, S.P. (2007). Fundamentals of organizational behaviour Toronto: Pearson Prentice Hall p. #110 Nickels, W. G., McHugh, J, McHugh, S, and Cossa, R. (2007). Understanding canadian business Toronto: McGraw-Hill p. #125 Schein, E. (2004). Organizational culture and leadership San Francisco: Jossey-Bass p. #1-23 Smerd, J. (2009), Can a new corporate culture save General Motors, Retrieved on April 11, 2010, from http://www.crainsdetroit.com/apps/pbcs.dll/article?AID=20091109/EMAIL01/9110099979&template=printart Sopow, E. (2010). Culture-climate change cycle, Retrieved on September 27th, 2010, from www.elisopow.com/orgtree.html