Structure is an integral part of any organisation, so much so that it is difficult to imagine a organisation without a "structure". Organisational structure can be defined as the arrangement and interrelationship of component parts and position of a company. It specifies division of work activities and shows how different functions or activities are linked. It also indites the organisation's hierarchy and authority structures and shows authority relationships. It provides stability and continuity that allow the organisation to survive the combings and goings of individuals and to coordinate its dealings with its environment.
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| Process of Organisation's Culture |
The common features usually contained the concept of organisations are :
- composition of individuals and groups of individuals,
- Orientation towards achieving the common objective,
- Differentiated functions,
- Intended rational co-ordination, and
- Continuity through times.
An organisation is a mechanism by which the strengths of an individual multiplies, something which facilitates administration to promote specialization through stimulating growth and creativity.
At the same time, the degree of organisational effectiveness depends on the type of organisation structure, which has been adopted by the company. Organisations are a manifestation of the management process. As managers manage, they create organisation structures which respond to environmental opportunities and threats. But from the point of view of the design, process organisation structure is created as managers group jobs and assign responsibility for co-ordination and decision making.
No organisation can be operative, without a structure. The structure of an organisation refers to the prescribed and relatively fixed relationships that exist among jobs and positions in an organisation without structure individual behaviour and group relationships among people cannot be directed and regulated to achieve the basic goal of organisational effectiveness the need for structure arises primarily because it facilitates the operations of the enterprise, enables the optimum use of technological achievement,
stimulates creativity and encourages growth.
There are four elements of organisation structure.
Division of Work
Organisations make use of division of work in following two ways :
- Vertical, and
- Horizontal.
The vertical component exists in the form of 'chain of command' which supplies critical to hierarchy of relationships. Chain of command is essential for job distinction and job execution. The vertical dimension relates to delegation of authority.
The horizontal dimension relates to job range and job depth. Job range implies to spectrum of tasks supposed to be performed by the individual in relation to performing of his job. Job depth refers to the discretion which the individual may exercise in selecting the means to perform the tasks and the sequence in which the task could be performed. However, a balance between the depth and range could be struck by management.
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