Organization StructureEssay title: Organization StructureOrganization structure is defined as the way that an organization arranges its employees and management so that efficient work can be performed and it can meet its targeted goals.2 When an organization is small, a sole proprietorship or partnership where face-to-face communication is frequent, formal structure may not be necessary. In a larger organization such as a corporation or limited liability company, a more defined structure must be utilized, as decisions have to be made about the delegation of various tasks. As a result, management procedures and structure are established to assign responsibilities for essential functions. These decisions and procedures determine the organizational structure within the organization. There are several organizational structures that can be implemented by organizations. These organization structures are classified in two different categories: traditional and contemporary.
A Traditional structure is defined as an organization or group of organizations in which the chief of the office and executive are present: In organizational structure, there are three characteristics: organizational order, coordination, and administration.
A Contemporary Structure is defined as a situation in which most of the members of the organization, except for senior managers, have an executive position with which to operate at an organizational level. Contemporary structure focuses on a more comprehensive level of management, as well as the development of the organization or organization’s most important initiatives and actions over the course of the organization’s 15 years of existence. The structure focuses on a more comprehensive, highly dynamic, and effective level of administration, which is often combined with a more flexible (a higher level of leadership) culture and greater organization accountability. It can be viewed as a highly dynamic, highly integrated level of planning and policy administration and often includes an extensive network of people and organizations. This level can be combined with a more focused, highly dynamic, and effective level of leadership. It can also be viewed as a highly dynamic, highly integrated level of policy implementation and a higher level of coordination. It can also be viewed as a highly dynamic, highly integrated level of organization and an active, dynamic organization as a whole. This type describes a more complex type of organizational structure. It contains many elements and operations that are described in terms of organizational behavior, leadership, organizational organization principles, management strategy and work environment. Such a structure provides for organizations that have many employees, multiple leaders, organizations, and leadership in every department except for senior management. This type has many functional provisions regarding leadership, personnel roles, organizational groupings to ensure that organizational leadership is more appropriate to the current work environment.
A Modern Structure is defined as a situation in which the management, management, and others are members who are involved in a specific organization but are not in the top of the organizational hierarchy. A modern organization can accommodate more diverse, highly dynamic, and effective levels of organization while retaining a highly dynamic, highly dynamic, and effective level of organization governance. Modern organizational structure is defined as those which can have more than one level of authority and to provide for more than one level of government. It includes many other elements, such as executive hierarchy, office structure and organization’s most important actions over the course of the organization’s 15 years of existence. If a modern organization is more defined than the last, it can require significant expansion in its governance structure to meet the greater needs of the organization and its broader members. Modern organizational structure has many other operational facets to meet the organization’s evolving needs. Modern structure is not only about increasing the number of employees, more effective and effective organization leaders, but also about ensuring the efficiency, security and performance of current, and future, organizational leaders. Traditional structure focuses on a more dynamic, highly dynamic, and efficient level of administrative leadership and has the responsibility of working collaboratively with the executive and administrative staff. Modern organizational structure has the responsibility of working on the executive and administrative staff and taking actions that will strengthen and enhance the organizational structure. It also focuses on an increasing degree of cooperation and cooperation among the executive and administrative staff and other people in the executive office, organization, or group. Modern organizational structure has been made up of several organizational divisions. In modern structure, the executive and administrative staff include a number of senior managers, including top management of the organization, who are leaders who make appointments, who lead other senior management (and the people the organization is appointed to work with), who lead their group actions and policy changes, and who serve as the leaders of other senior management members. By doing so, these top management and other senior management members tend to maintain the strong, effective leadership style that was central to the organization’s founding and expansion. In contemporary structure, executive and administrative staff can include three or four different senior management and senior leadership positions, and, of those, two or three of them are not members of the organization, and the organizations typically have a large number of such workers. In contrast, there is no organization in
A Traditional structure is defined as an organization or group of organizations in which the chief of the office and executive are present: In organizational structure, there are three characteristics: organizational order, coordination, and administration.
A Contemporary Structure is defined as a situation in which most of the members of the organization, except for senior managers, have an executive position with which to operate at an organizational level. Contemporary structure focuses on a more comprehensive level of management, as well as the development of the organization or organization’s most important initiatives and actions over the course of the organization’s 15 years of existence. The structure focuses on a more comprehensive, highly dynamic, and effective level of administration, which is often combined with a more flexible (a higher level of leadership) culture and greater organization accountability. It can be viewed as a highly dynamic, highly integrated level of planning and policy administration and often includes an extensive network of people and organizations. This level can be combined with a more focused, highly dynamic, and effective level of leadership. It can also be viewed as a highly dynamic, highly integrated level of policy implementation and a higher level of coordination. It can also be viewed as a highly dynamic, highly integrated level of organization and an active, dynamic organization as a whole. This type describes a more complex type of organizational structure. It contains many elements and operations that are described in terms of organizational behavior, leadership, organizational organization principles, management strategy and work environment. Such a structure provides for organizations that have many employees, multiple leaders, organizations, and leadership in every department except for senior management. This type has many functional provisions regarding leadership, personnel roles, organizational groupings to ensure that organizational leadership is more appropriate to the current work environment.
A Modern Structure is defined as a situation in which the management, management, and others are members who are involved in a specific organization but are not in the top of the organizational hierarchy. A modern organization can accommodate more diverse, highly dynamic, and effective levels of organization while retaining a highly dynamic, highly dynamic, and effective level of organization governance. Modern organizational structure is defined as those which can have more than one level of authority and to provide for more than one level of government. It includes many other elements, such as executive hierarchy, office structure and organization’s most important actions over the course of the organization’s 15 years of existence. If a modern organization is more defined than the last, it can require significant expansion in its governance structure to meet the greater needs of the organization and its broader members. Modern organizational structure has many other operational facets to meet the organization’s evolving needs. Modern structure is not only about increasing the number of employees, more effective and effective organization leaders, but also about ensuring the efficiency, security and performance of current, and future, organizational leaders. Traditional structure focuses on a more dynamic, highly dynamic, and efficient level of administrative leadership and has the responsibility of working collaboratively with the executive and administrative staff. Modern organizational structure has the responsibility of working on the executive and administrative staff and taking actions that will strengthen and enhance the organizational structure. It also focuses on an increasing degree of cooperation and cooperation among the executive and administrative staff and other people in the executive office, organization, or group. Modern organizational structure has been made up of several organizational divisions. In modern structure, the executive and administrative staff include a number of senior managers, including top management of the organization, who are leaders who make appointments, who lead other senior management (and the people the organization is appointed to work with), who lead their group actions and policy changes, and who serve as the leaders of other senior management members. By doing so, these top management and other senior management members tend to maintain the strong, effective leadership style that was central to the organization’s founding and expansion. In contemporary structure, executive and administrative staff can include three or four different senior management and senior leadership positions, and, of those, two or three of them are not members of the organization, and the organizations typically have a large number of such workers. In contrast, there is no organization in
The following sections will explain these organizational structures and provide a look into their advantages and disadvantages. The first section will address traditional organization structure along with the advantages and disadvantages. The second section will address contemporary organizational structure along with the advantages and disadvantages. The third section will compare and contrast the traditional and contemporary organization structures. Then concluded by addressing emerging and potential future organization structures that managers might need to handle in the future.
Traditional StructureAt the beginning of the twentieth century in the United States most organizations in the industry were forced to take on the idea of mass production, or producing services or products are a more rapid rate and at a lower price. With this expansion in the U.S industry, there were new opportunities for behavioral scientists to conduct research into the behavior of people in organizations and the behavior of different types of organizations.
During this time, there were three predominate behavioral scientist who had developed principles on how to efficiently and productively structure organizations; the three behavioral scientist where Fredrick Taylor, Henri Fayol and Max Weber. Max Weber developed the theory of bureaucracy or where there is a set hierarchy and the power is entitled to the positions opposing to the individuals acting as them. Fredrick Taylor developed the idea of scientific management or the “one best way” to complete a given task using studies of time and motion. Henri Fayol developed the theory that there should be a clear chain of command and authority; discipline and task specialization would provide the best conditions. All three were influential in what became known as the traditional organization structure.
The traditional or classic organization structure included the following ideas: specialized individual positions and jobs with detailed specific required qualifications to fill the position, a formal hierarchy of all positions with a clear “chain of command” from top to bottom, a set of formal rules and standard operating procedures in which all must follow, set departmental boundaries between their environment and organization, and standardized training.1
The traditional organization structure has many advantages. Among them were predictability and reliability, impartiality, expertise and clear lines of control. With a strong emphasis on the rules and procedures the structure ensured that most of the time the outcome of products and services would be predictable and reliable. Also as a result of the strong emphasis on the rules came the ability to be impartial; the outcomes of all processes were without bias. By specializing individual positions, individuals and departments were allowed to grow their knowledge in certain aspects thusly becoming experts at what they did. With valued workers the use of clear lines of control made decisions along with rights based on authority easy. The information would flow from the bottom up and decisions would flow from the top down which ensured assurance between all departments.
The traditional organization structure also has many disadvantages. As the industry and working environment evolved, so did the need for innovation and cross-departmental cooperation. Due to the fact that the traditional organization structure was dependent on a hierarchy of command and standardized on rules, this was hard to achieve. Operations and services had become much too predictable and didn’t leave any room for new ways; this was a liability to many organizations, as they couldn’t create different products. Cross-departmental relationships were non-existent as each department had to work through the hierarchy to communicate its objectives. These reason lead organizations to look towards new methods and organization structures to reach