Organizational Structure Organizational structure is “the way in which job tasks are formally divided, grouped, and coordinated (Robbins & Judge, 2009).” The success and development of the organization depends on how effective the way it was structured. Some organizations prefer to use different structures compared to other organizations for an array of reasons, such as: the size of the organization, the environmental factors the organization confronts, the type of industry the organization does business in, etc. Two very common structures, simple and bureaucratic, are mostly preferred among small (simple) and large (bureaucratic) businesses. The professional experience in my life covered both of these spheres and the differences among them
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In every case, any important decision that was crafted or suggested for consideration, the owner always had the final say in the matter. For example, my current occupation at ProResponse, Inc gives me the ability to suggest ways into making the company more efficient, but at the end of the day, the owner of the company gets to decide whether or not to go with my suggestion. Also, in the time when I was employed with a privately owned UPS store, not only there was barely any formalization, other than the uniform, but also there was a lack of departmentalization. Incorporating oneself into the culture was done on an informal way, such as making friendships with my co-workers, and there were no departments and everyone was doing the same …show more content…
The more the size of a business increases, the less likelihood that the owner will be able to utilize his central authority in the same manner of a small business. He may keep the centralized authority, but he must narrow his spans of control and widen his departmentalization given the increase in size. The introduction of more managers under the owner’s authority to delegate out the vision to the employees is imperative. In order for a large organization to function successfully, it must incorporate that idea.
Bureaucratic authority provides the basis for coordination between the many dispersed parts of large organizations. It is through numerous authority relationships that the goals of organizations are translated into directives for action and then transmitted through the hierarchy to the lower offices (P. 211). (Meyer,
In every case, any important decision that was crafted or suggested for consideration, the owner always had the final say in the matter. For example, my current occupation at ProResponse, Inc gives me the ability to suggest ways into making the company more efficient, but at the end of the day, the owner of the company gets to decide whether or not to go with my suggestion. Also, in the time when I was employed with a privately owned UPS store, not only there was barely any formalization, other than the uniform, but also there was a lack of departmentalization. Incorporating oneself into the culture was done on an informal way, such as making friendships with my co-workers, and there were no departments and everyone was doing the same …show more content…
The more the size of a business increases, the less likelihood that the owner will be able to utilize his central authority in the same manner of a small business. He may keep the centralized authority, but he must narrow his spans of control and widen his departmentalization given the increase in size. The introduction of more managers under the owner’s authority to delegate out the vision to the employees is imperative. In order for a large organization to function successfully, it must incorporate that idea.
Bureaucratic authority provides the basis for coordination between the many dispersed parts of large organizations. It is through numerous authority relationships that the goals of organizations are translated into directives for action and then transmitted through the hierarchy to the lower offices (P. 211). (Meyer,