The organization structure as an essential component of the organizational processes articulates the management of staff, and flow of directives across the organization. The adoption of the organization structure comprises of four elements including a span of control, departmentalization, centralization, and formalization. The scope of organization structure accommodates the diagramming of efficient staff management approach, relationship management as well as formulating of communication paths (McShane, & Von Glinow, 2014). Organizations structure amounts to the reconfiguration of powers, communication channels and company culture on the long run to facilitate sustainable operation of the organization. In addition, the organization structure entails particular kinds of coordination mechanisms to amplify the context as a means to achieve the long-term goals and objectives of the company.
Types of Coordination in Organizational structures Coordination is an essential tool in the organization structure whereby, the division of labor necessitates the adoption of an excellent mechanism to derive the best out of each employee. The need for coordination arises as a result of the collective need for the organization to efficiently utilize its resources including materials and people to yield the highest value. Primarily, coordination facilitates the derivation of value from the division of labor and specialization approach which could rather result to being expensive and ineffective. The adoption of various forms of coordination offers dynamism in work and workforce management (McShane, & Von Glinow, 2014). The sole objective of the coordination element in organization structure is to establish a systematic and efficient mechanism to deliver the best out of the division of labor approach and workforce behavior management.
Coordination through informal CommunicationThe approach rests on the sharing of information by mutual consent to ensure that everyday tasks and operations are articulately managed. Informal communication applies as a mode of coordination for all entities. Informal communication applies in the forming of mental models which are useful in the synchronization of work in an organization. The kind of coordination keeps everyone on the same page regarding the deliberation of certain tasks. Notably, informal communication is the easiest form of coordination and renders a systematic approach to a convenient road map for an organization to carry through its operations at all times (Maria Martinez-Leon, & Martinez-Garcia, 2011). The organization of the workforce into small groups facilitates the sharing of information among the workgroup as a means of coordination through mutual task (Griffin, & Moorhead, 2011). Coordination through informal communication also occurs through operational departments targeting for a common goal of optimal performance of the organization.
Coordination through Formal HierarchyCoordination through formal hierarchy establishes a pyramid through which communication flows along the authority ladder or pyramid. The free flow of communication in an informal setting could result in jeopardy of the organization operations hence the need to adopt a formal hierarchy. Through the official hierarchy, individuals are given powers to manage and coordinate the functions of particular groups of employees or other persons. A formal hierarchy ensures that the organization optimally coordinates across all the units within the organization and a controlled environment (Griffin, & Moorhead, 2011). The flow of power and authority along the hierarchy facilitates extensive organization, planning, and control over the utilization of the firms. Coordination through formal hierarchy provides a platform to achieve effectiveness through the provision of coherent schedules and close supervision on the performance of the workforce. The official hierarchy produces best results in simple and regular routines rather than in complex systems (Maria Martinez-Leon, & Martinez-Garcia, 2011).
Coordination through StandardizationCoordination through standardization focuses on establishing a routine course of behavior and output. Standardization ensures that the organization adopts internal standards to accommodate a coherent and systematic flow of functions and processes. Coordination through standardization incorporates the adoption of three distinct mechanisms. The tools of standardization include standardized processes, standardized outputs and standardized skills (Griffin, & Moorhead, 2011). The standard processes ensure quality and consistency which is attained through standardizing the activities. Standardized outputs concentrate on the standardization of individual and work units to meet the standards of the process and skills invested. The standard skills encompass the move to coordinate the efforts of the workforce to handle complex tasks, and it is attained through extensive training programs (McShane, & Von Glinow, 2014). Coordination through standardization augments a comprehensive and systematic approach to deliver through coherent standards only applicable to fit the organizations needs.
Elements of Organization StructureThe primary focus of the organization structure is to deliver mechanism to yield optimal value through the incorporation of the division of labor and coordination attributes. More so, organization structure relies on four specific elements to deliberate on the cohesive and efficient functioning of all the units in an organization. The four elements are essential in the configuration of the organizational structure to match the ultimate goals of the organization. The elements play a pivotal role in delivering of an authentic and stable organization structure which is simple and clear to understand and implement within the context of the organization (McShane, & Von Glinow, 2014).
The span of control considers the aspect of power and authority flow in an organization whereby a hierarchy of power is paramount. The span of control aspect concentrates on the distribution of authority and responsibilities to ensure that organizational resources are efficiently utilized (McShane, & Von Glinow, 2014). The articulation of the best span of control approach relies on factors such as the number of employees, the complexity of tasks, as well as the level of interdependence of employees in a team or department. The span of control does not imply the monitoring and management of people and resources as it also encompasses the channel to resolving of problems affecting a team, department or the entire organization (McShane, & Von Glinow, 2014). Additionally, the span...
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