Lateral Structures, Organic Systems, And Professional Organizations

According to Bolman and Deal, the core premise of the structural lens is defined as “Clear, well-understood goals, roles, and relationships and adequate coordination are essential to performance” (pg. 44). In an organization, structure is of vital importance, it lays a sturdy foundation which serves to decrease confusion and inefficiency amongst individuals of the organization. The core premise emphasizes that in order for an organization to reach its full potential, goals need to comprehended, appropriate roles need to be assigned to individuals and good management are imperative in bringing together an organization and increasing proficiency, in order to achieve established goals. Structure in an organization serves as the framework, where

Open communication and ease of flow is essential to a business’s success. The organizational structure should be designed to ensure that interdepartmental and employees have easy and open lines of communication that are built into the structure. For instance the financial department may report to both the CFO and President of Sales, because both of these leaders depend on information and reports provided by the finance team.

Organizational structure determines how activities such as task allocation, coordination and supervision are direct towards the achievement of organizational goals. It can be considered as the viewing class through which individuals see their organizations and itsenvironment. The structure of the organization can be in different forms depending on

2. Organizations that are designed with hierarchy and interlocking groups are more productive than organizations that divert to the traditional chain of command design (Likert, 1961 as cited in Stojkovic, Kalinich, Klofas, 2008). These interlocking groups are connected by linking pins. Linking pins are considered individuals who serve as members of one group and leader of another. These individuals make an intensive attempt to have trustworthiness and influence in their own groups as well as others that involve the capable operation of their organization. The linking pin acts as an informal director, making impromptu efforts to level

Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.

Here is a first hand account of culture, structure and systems not being in harmony. In 1994, Ticketmaster (TM) United States became a major presence in the ticketing industry. As part of their growth strategy, they expanded through the re-acquisition of all licensees. One of the licensees was the Canadian Ticketmaster business. From 1995 to 1997, TM Canada was forced to transform organizationally to become similar to our American parent. The cultural breakdown occurred when transitioning from networked “(high on sociability; low on solidarity)” to mercenary “(low on sociability; high on solidarity)” (Langton & Robbins, 2007, p. #341-342). For example, the lack of accountability

Lateral forms are less formal and more flexible than authority systems and rules (Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey-Bass). An example of lateral cooperation would be a college football team. Everyone is a player but there a team captions in place for defense and offense. Although lateral is more relaxed members must know who to report to in order for the team to function

The transformed organizational model is quite different and the operating process is quite different. Figure below gives us insight into why interconnecting the stovepipes is a better option. We redisplay the organization in 'link patterns' and we see a totally new perspective. By adding the horizontal ties we have transformed a simple hierarchy into an interconnected group. Recent research by psychologist Patrick Laughlin of the University of Illinois shows that groups outperform even the best individuals in decision making. Intelligence information is rarely clear or complete -- a key reason for having many perspectives and diverse experiences for cross-pollination and sense-making. (Organizational Hierarchy, page 1 para. 10)

What are the five structural configurations, who uses these configuration methods and why do you think they (the company or organization fits into this type of configuration rather than that of the other types); as well as what type of structural configuration does my workplace currently use. So, what is the five structural configurations are as follows: “Simple Edifice, Machine Administration, Professional Government, and Adhocracy” (Nelson & Quick, 2017, pg. 244). Basically, these configurations consist of “Differentiation, integration, and the basic design dimensions combine to yield various structural configurations” (Nelson & Quick, 2017, pg. 244). These logistic edifices are usually founded on artefact and purpose in the early stages of the structural process, and formed using the matrix organization format introduced by Mintzberg. “The five rudimentary fragments of the organization, for Mintzberg, are the upper echelon, or strategic apex; the middle level, or middle line; the operating core, where work is accomplished; the technical staff, or technostructure; and the support staff” (Nelson & Quick, 2017, pg. 244). However, these five basic configurations work differently among the organizations due to the support it gives regarding the organization’s tactical purpose.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

As seen from figure 2, the matrix organisational structure is complex and aligns functional and divisional organisational structures merged into a hierarchical structure. The student observes that with this comes the potential to on the one hand, improve interdepartmental collaboration through avoiding silo-functioning and yet, on the other hand, blur the unity of command structure in an organisation that can be counterproductive. A critical analysis of two major advantages and disadvantages of this organisational structure here

Aside from educating a manager through formal training in managing an organization through change, there are many ongoing activities that will increase a manager's awareness and aid them in supporting a more complex organizational structure as it develops. A company's organizational structure is a road map of its communication patterns. A well-designed structure can also make it easier to identify inefficiencies and new problems as the organization grows. Reviewing the organizational structure on a regular basis will help ensure that the organization set up for optimal growth well into

Manager’s of an organization has to use structure to help the company run efficiently. “The five types of organizational structures are functional, divisional, matrix, team-based, and virtual network” (Draft, 2013, p.316). Functional structure in an organization that is developed by grouping departments by the skills, level of knowledge, activities done daily, and the resource used. “This structure places specific departments from the bottom to the top” (Draft, 2013, p.318). For example, specific departments such as: human resources, accounting, engineering, and manufacturing are placed at the top, while there are mostly seen at the bottom in other organizations. While common functions such as; people, facilities, and other resources are combined together as a single department instead of being divided into multiple departments.

Horizontal structures are traditional vertical organizational charts turned on its side (Gladstone, 1991). A horizontal organization has a less-defined chain of command. Employees have similar input into how the organization should run. Employees may perform many different functions and may report to several supervisors, rather than a single boss. Project managers or team leaders report to a team of

Chandler and Williamson, both cited in Boojihawon (2006) further proposed multi-divisional structures and holding structures, the former of which may be applicable to Nissan. In expanding upon the notion of Nissan steering towards a divisional form of structure, Chandler noted that as organizations mature and grow, they