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Essay / Research Paper Abstract
This 13 page paper looks at the issue of organizational structure and considers the way in which it impacts, and is impacted by issues such as the type of operations an organization undertakes, strategies that are preferred, culture and general operational performance and processes. A number of different organizational structure models are used in the discussion. The bibliography cites 20 sources.
Page Count:
13 pages (~225 words per page)
File: TS14_TEstructman.rtf
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Unformatted sample text from the term paper:
a reaction to these different influences, as well as issues such as leadership or management style. The interaction and interdependency on organizational structure and the management of a firm can
be seen by looking at some of the underlying theories regarding structures and approaches. Strcture itself may be seen in a number of ways, it may be the way that
the organizational is made up ion terms of the hierarchies and arrangement of the departments, it may be the structure in terms of communication links, physical arrangements of tasks and
departments, or more intangible aspects that are in place, such as the control mechanisms. Structure is defied by the dictionary as "a complex system considered from the point of view
of the whole rather than of any single part" (dictionary.com, 2010). It is from this perspective we need to loo at organizations to assess structural issues. Mintzberg (et al,
2008; et al 2003) looks at the different parts of an organization and the way that they may be brought together in order to create a structure, arguing that different
types of structure are preferable for different types of organization. This in indicates the need to develop a structure aligned with operations and the desired culture that is needed, but
it also indicates the potential for mismatches in structure and operations (Thompson, 2007). Mintzberg (et al, 2008) has broken down the organization into
six component parts using self descriptive terms, these are the strategic apex, the middle line, the operating core, the technostructure, the support staff and the ideology/culture (Mintzberg et al, 2008,
2003). Some of these parts may be more dominant than other, for example in smaller companies the technostructure may not be a dominant as the culture.
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