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Organizational structure defines how activities are performed in an organization, their grouping, division, and coordination. My organization follows a functional structure under which its divided into departments. The Head of Department(HOD) heads every department, commands several managers, and are supervised by the top managers. Managers have control over their projects, and they ensure their completion on time and professionally. Over the years I have found the following elements constructive and lead to great success in my organization (Pugh and Hickson, 1979).

I have gained confidence in dividing work among my employees which I call work specialization (Robbins and Judge, 2017). I have come to realize what every employee in my organization is good at and how fast they perform under pressure, minimum pressure or no pressure at all. Therefore, I divide a single project into several steps and allocate them to each employee according to their skills.

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The organization is divided into departments which work together towards a common goal which is the success of the organization and its rapid growth (Pugh and Hickson, 1979). Each unit performs specific functions which contribute towards the project. E.g., engineering, finance and accounting, human resource, manufacturing and sales. These agencies work together to ensure every single project has been completed successfully and professionally.

Additionally, it’s crucial when the employees understand they should report to who. This promotes responsible leaders, elaborate on the flow of authority and shows a unit of command making it very easy for coordination of projects and company functions. Chain of command help to avoid conflicts and priority confusion among the employees (Pugh and Hickson, 1979). Also, a unit of command brings the lowest employee close to top management through their managers or team leaders present them complains and needs making a big company so small to manage and coordinate activities and projects.

In line with a chain of command, it is also professional to note the number of subordinates each manager can manage effectively and efficiently. I have ensured every manager doesn’t have more than twenty employees to coordinate. These have resulted in increased productivity because the manager understands their employees, they know them, embrace their needs and try to meet them and they can reach every employee every day to know their perspective toward the organization and kind of job they are doing as well as their new ideas toward any task (Pugh and Hickson, 1979).

Over the years I have disagreed with top managers die to their centralized decision making yet they don’t understand the degree of their decision entirely because they aren’t the ones closest to the subordinates. Recently they have started to adapt to decentralized decision making which has reduced the complaints from managers and employees. They are involving managers most intimate to the subordinates and have detailed knowledge of the decision-making process. This has also resulted in increased company production, quick decision-making process and employees feel appreciated and vital in the organization (Robbins and Judge, 2017).

Sometime back, I used to offer formalized jobs to my employees which they have no discretion over when, how and what to do it. It entailed a lot of procedures, organizational rules, and job descriptions. Although it resulted in a uniform work output, it wasn’t a professional job as such. Employees didn’t add or remove anything in the project that would have made it better, or that made it worse. Later, I have adapted to giving them unformulated jobs in which they have the right to think and consult on any changes they dim necessary. They have resulted in more perfect and professional job output than before.

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  1. Pugh, D. and Hickson, D. (1979). Organizational structure in its context. Farnborough, Hants: Saxon House.
  2. Robbins, S. and Judge, T. (2017). Organizational Behavior. Harlow: Pearson Education.
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