Different authorities have identified different variables as the dimensions of an organisational structure. Some of these, which are widely accepted are listed in the following paragraphs :
Administrative Component
The number of managerial personnel, e.g. supervisors, managers and staff, relative to the total number of employees.
Complexity
The number of occupational specialties, the professional activity and the specialities and expertise of the employees.
Formalization
The extent to which an employee's role is defined by formal documentation.
Differentiation
The number of speciality functions represented in an organisation or the difference in cognitive and emotional orientation among managers in different departments.
Integration
The quality of the state of collaboration that exists among different sections, divisions and departments that are required to achieve unity of efforts, plans and feedback and the coordination between organisation's units.
Professionalisation
The degree to which the employees are exhibiting professionalism, e.g. belief in service to organisation, and the consumer, belief in self regulator, and dedication to one's area and field of work/service.
Specialization
The number of occupational specialities and the training period required to achieve it, or to the degree to which highly specialised requirements are spelled out in formal job descriptions/functions.
Standardization
The range of variation that is tolerated within the rules/specifications defining the job/work activity and the level of management at which these variations are tolerated.
Span of Control
The number of subordinates that an individual manager can and should supervise directly.
Vertical Span
The number of levels in the authority hierarchy from the bottom (operative) to top (owner).
Delegation
The ratio of the number of specific management decisions the CEO has delegated to the managers to the number he had the authority to make.
Centralisation
The proportion of jobs in an organisation in which different players participate in decision making, the number of areas in which they participate, the degree of information sharing between levels, the degree of participation in long range planning, the level of power concentration and index reflecting the locus of decision making etc. represent the degree of centralisation in the department.
Autonomy
The extent to which the managers have to refer certain typical decisions to a higher level of authority.
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