Determinants Of Organisation Framework Business Essay

Many of the best organizations have failed to understand the value of effect of good organizational design on their company's performance and performance. Select any one organization which experienced substantial adjusting problem due to the poor organizational design and clarify at length its framework and consequences of this organizational composition.



An organizational composition consists of activities such as activity allocation, coordination and supervision, which are aimed towards achievement of the organizational aims. It can also be considered as taking a look at glass or perspective through which individuals see their corporation and its own environment.

Organizations are a variant of clustered entities. A business can be structured in several ways, depending on the objectives. The composition of a business will determine settings where it performs and executes its businesses.

Organizational framework allows expressed allocation of tasks for different functions and techniques to different entities like the branch, division, workgroup and people.

Organizational structure impacts the organizational action in two big ways i. e. first, it provides the foundation on which standard operating steps and routines leftovers. Second, it can determine which individuals get to take part in which decision-making procedures, and thus to what degree their views shape the organization's actions.



Organizational goals impact the way an organization was created. The high value placed on efficiency and quality as well as shareholder value got a major impact on the redesign of Westinghouse as a more diversified and decentralized organization. Indeed, goals are the best determinants of structure of an company.


Social customs during an organization's labor and birth helps to determine how it is to be structured. It has been very important in the history of business. For instance, the organizational constructions adopted by the first companies in the auto industry are not the same as the constructions being used now. Earlier, production was structured round the assembly collection. Some employees always built chassis, which were then sent down the assemblage lines to other staff, who have such careers as placing axles and machines onto those framework. Currently, many automakers are adopting work-group or team idea when a group of personnel is responsible for more than simply one part of the car. At that time the auto industry began, no person thought about by using a group method of building cars, considering that it was not consistent with the prevailing values about developing.


Environmental constraints include legislation, federal government regulation, court requests, market characteristics, social issues, and societal norms etc. Laws and regulations concerning entrance into or exclusion from certain businesses, the imposition or removal of rules, and such court-ordered activities as the breakup of American Phone and Telegraph Company have an effect on the structure of organizations. The delivery of People Exhibit and other air carriers was direct result of the Airline Deregulations Work of 1978, which allowed new providers to enter the flight business for the first time in ages.


Technology is another identifying factor that will affect the new varieties organizations will need. Rapidly changing telecommunications technology and removal of certain polices are beginning new market niche categories where the regional telephone companies can remain competitive. Another example is robotics and other modern creation methods. As these systems have developed, they have changed the American vehicle industry as significantly as performed foreign competition. Some research demonstrates that the technical change offers situations for restructuring.


There are several conditions to ascertain size of an company such as number of persons hired, amount of capital spent, volume of turnover etc. As an organisation grow in proportions its structure obviously becomes intricate. Therefore size though an component of organisation composition is one factor that determines type of organisation composition.



Organizational structure is very important for decision making. Most companies either have a large or even organizational structure. Small companies usually use a set organizational composition i. e. a manager can report directly to the president rather than a director, and its assistants are just two levels below the president. Flat structures enable small companies to make quicker and better decisions, because they are often growing speedily with services and need this versatility. The Business Plan, an online reference point website, says small companies shouldn't even be anxious about organizational structure, unless they have at least 15 employees. The real reason for it is the fact employees in extremely small organizations have numerous responsibilities, some of which can include multiple functions. For example, a product supervisor also might be in charge of both marketing research and advertising. Therefore, it's important to learn which people oversee certain functions.


The need for organizational structure is very vital for communication. Organizational structure enables syndication of authority. Whenever a person starts a job, he knows from day someone to whom he must record. Most companies funnel their communication through division leaders. For example, marketing employees will discuss various issues using their director. The director, in turn, will discuss these issues with the vice chief executive or top management people.

Evaluating Employee Performance

Organizational composition is important in evaluating staff performance. The linear constructions such as functional and product organizational buildings allow supervisors to raised evaluate the work with their subordinates. Supervisors can also evaluate the skills employees demonstrate, how they be friends with other employees, and the timeliness where they complete their work. Subsequently, supervisors can more immediately complete semiannual or gross annual performance appraisals, which can be usually necessary in most of the companies.

Achieving Goals

Organizational structure is particularly important in reaching goals and results. Organizational structure permits the string of command. Department heads are responsible for delegating jobs and projects to subordinates so that the team can meet job deadlines. Essentially, organizational composition fosters teamwork, where everyone in the office works toward success of an common goal.


Organizational structure permits companies to raised manage changes in the marketplace, including consumer needs and wishes, government rules and new technology. Team heads and managers can meet, summarize various trouble spots, and come up with a solution as a group. Changes should be expected in any industry. Company market leaders always should strive to find the best organizational composition to meet these changes.


An organizational framework allows information to move to different parts of business and becomes the platform for the whole organization. During execution of any organizational composition, problems may be encountered because initially there is absolutely no structure in place. You can appreciate the value of a strong organizational structure if you are working without one and looking to get one useful.


Part of the purpose of a solid organizational structure is to help smooth stream of communication within departments and from one department to some other. If you are trying to implement an organizational structure, you are working with a makeshift communication network until planned network is set up. This may cause information to be fallen at every degree of the business.


A company operates smoothly when it has a hierarchy to follow and While it can be easy to comprehend the basic hierarchy of the business from the owner or president down to all of those other executive staff, the hierarchy among managers and supervisors is confused without an organizational structure. When you are implementing a firm framework, you will come across times when various professionals or supervisors may take on authoritative jobs these were not designed to have, which can cause bafflement among the staff and other members.


When you want to implement a new organizational structure, it could be difficult to delegate responsibility to departments or specific employees. It may be puzzling for employees and professionals to comprehend their obligations when there is no public delegation used to maintain past. Workers have been doing what they needed to complete the job, and it'll be difficult to move tasks around while implementing a new structure.


Implementing an organizational structure can be costly. During the time it takes to obtain a structure in place, production will be damaged and company's capability to generate revenue will drop. The planning time essential to create the structure implement costs you because your management personnel is spending time on expanding its area of the structure instead of making sure that company production quantities are achieved.


Pre-bureaucratic structures

Pre-bureaucratic (entrepreneurial) constructions are those that lack standardization of responsibilities. This structure is most common in smaller organizations and is most beneficial used to solve simple and simpler tasks. The structure is completely centralized. The tactical leader makes all key decisions and most communication is done by one on one conversations. It is particularly ideal for new (entrepreneurial) business as it enables the founder to control expansion and development.

They are usually predicated on traditional domination or charismatic domination in the sense of Utmost Weber's tripartite classification of expert.

Bureaucratic structures

Weber gives the analogy that "the fully developed bureaucratic mechanism compares with other organizations exactly as does the device compare with non-mechanical modes of production. Precision, speed, stringent subordination, reduction of friction and of material and personal costs- they are increased to the maximum point in the strictly bureaucratic supervision. " Bureaucratic buildings have a certain degree of standardization. They are really better suited for complex or greater range organizations, usually implementing a tall structure. The Weberian characteristics of bureaucracy are: Clear defined roles and obligations, hierarchal composition and Admiration for merit.


Term of post bureaucratic is employed in two senses in the organizational literature: one generic and one a lot more specific. In the generic sense the term post bureaucratic is often used to spell it out a variety of ideas developed since the 1980s that specifically comparison themselves with Weber's ideal type bureaucracy. This includes total quality management, culture management and matrix management, amongst others. Hierarchies still exist, authority continues to be Weber's rational, legal type, and company continues to be rule destined. It shifts target from organizational composition to the organization's culture'.

Another smaller group of theorists have developed theory of the Post-Bureaucratic Corporation provides a thorough discussion which attempts to describe an organization that is fundamentally not bureaucratic. Charles Heckscher has developed a great type, the post-bureaucratic organization, where decisions are based on dialogue and consensus somewhat than authority, the organization is a network rather than hierarchy, wide open at the boundaries.

Functional structure

Employees within the practical divisions of an organization perform a professional set of tasks, for instance the engineering team would be staffed only with software engineers. This leads to operational efficiencies within the group. However it could also lead to a lack of communication between your functional groups in a organization, making the organization sluggish and inflexible.

As a whole, a functional corporation is most effective as a maker of standardized goods and services most importantly volume and low priced. Coordination and specialization of responsibilities are centralized in an operating structure, making producing a limited amount of products or services efficient.

Divisional structure

The divisional composition also called product structure teams each organizational function into a division. Each division in a divisional structure is made up of all the required resources and functions within it and divisions can be classified from different tips of view. One might make distinctions on the physical basis (for example a US division and an EU division) or on product/service basis (different products for different customers: homeowners or companies etc). Each department may have its own sales, anatomist and marketing departments.

Matrix structure

The matrix composition organizations employees by both function and product. This framework can incorporate the best of both different structures. A matrix organization frequently uses clubs of employees to perform task, in order to take advantage of the talents, as well as make up for weaknesses, of efficient and decentralized forms. An example would be a company that produces two products, "product x" and "product y". Making use of the matrix structure, this company would organize functions within the business the following: "product x" sales division, "product x" customer support team, "product x" accounting, "product y" sales division, "product y" customer service office, "product y" accounting team. Matrix composition is between the purest of organizational.


The Coca-Cola Company had centralised form of company structure which created lots of problems such as it was not able to meet up with the ever changing needs of its customer. Therefore it realizes the need of decentralization and for that reason forced towards decentralization. The business has two functioning communities called Bottling Ventures and Corporate. There's also operating groupings divided by different areas such as: Africa, Eurasia, EU, Latin America, THE UNITED STATES, and Pacific. Each one of these divisions is again divided into geographic areas. By allowing decisions to be produced on a far more local level, the business can quickly respond to changing market requirements, and higher-level management can target more on long-term planning. But again there were problems of organization's extremely low expansion rate in 2004. Therefore, Isdell started to using more complex integrating mechanisms and used teams of top managers to create answers to the organization's most pressing problems. Face-to-face meetings were presented regularly at local levels so employees could remain informed.

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The Coca-Cola Company currently employs about 94, 800 employees. There are more than 5 hierarchical levels at the organization level. Due to its tall structure, the organization has experienced many communication problems. Among the problems discovered by way of a survey, was that the individuals and the business lacked clear goals. Large hierarchies also cause drive problems, which is why the organization is wanting to get employees more employed in decision making. The increased usefulness of the business's intranet will greatly improve the communication between every degree of employees, and invite upper managers. The move to decentralization has caused structural changes for The Coca-Cola Company. New office buildings have been opened up to aid decisions being made nearer to the local markets. The organization in addition has undergone centralization of a few of the company's departments. It appears that the organization is striving for a cross types structure, that allows them to have benefits of both the mechanistic and organic structures, while seeking to minimize the negative results of each. The tactical structural changes that firm has truly gone through in recent years have created a essential positive impact on the company. Sales development increased and employees are much more satisfied and there is way better communication. The business is trying to create a more ground breaking culture by moving towards decentralization.

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